Podcast appearances and mentions of Pierre Omidyar

This episode discusses the severe battering received by the Aam Aadmi Party (AAP) in the Delhi Assembly polls. Beyond the AAP's electoral loss, it is notable to watch the unhinged meltdown of sections of the Indian media which had acted as the cheerleaders of the AAP. Veteran journalist Rajdeep Sardesai's open support -- and tears -- for the AAP saw him plumb another new low. The same was the case with Pierre Omidyar-funded Newslaundry's apology for the AAP's defeat. Join the conversation!An Appeal: Please Support our Sacred WorkIf you enjoyed this episode, please consider supporting The Dharma Dispatch podcast so we can offer more such interesting, informative and educational content related to Indian History, Sanatana Dharma, Hindu Culture and current affairs.It takes us months of rigorous research, writing and editing and significant costs to offer this labour of love.Your support helps us keep our content free!Ways you can Support The Dharma Podcast:* UPI: dharmadispatch@axl* Wallets, Netbanking, etc: http://tinyurl.com/3xvzk7sn* Scan the QR Code below: Get full access to The Dharma Dispatch Digest at thedharmadispatch.substack.com/subscribe

Pressed by current events, Dimitri and Khalid finally dust off one of their longest-planned SJ episodes: a deep dive into the underexamined spiritual life of Donald Trump's nominee for Director of National Intelligence, former Hawaii Reprsentative/current Army PSYOP officer Tulsi Gabbard. Topics include: Tulsi downplaying her life-long relationship with the Science of Identity Foundation cult in Hawaii led by the charismatic white boomer Chris Butler, her journey from heckin' Berniebro to anti-woke Trump ally, SIF's adjacency to the Hare Krishnas, Hare Krishna founder A. C. Bhaktivedanta Swami Prabhupada, Tulsi's political connections with Narendra Modi and the neo-fascist RSS in India, Pierre Omidyar's quiet support for Modi and the BJP, Soviet allegations in 1983 that the Hare Krishnas were a CIA mind control cult, Butler's obsessive hatred of gay people and Muslims, rebelling against his Communist-sympathizing doctor father in the 60s, assembling a political front in the 1970s to ban homosexuality in Hawaii, key Butlerites serving as Tulsi's staffers and advisors, her curious “anti-interventionist” political stances, Indian perceptions of the Hare Krishnas as CIA agents during the Cold War, and more. Part one of two. BUTLER'S WEB by Christine Garlow: https://www.meanwhileinhawaii.org/home/butlersweb For access to premium SJ episodes, upcoming installments of DEMON FORCES, and the Grotto of Truth Discord, become a subscriber at patreon.com/subliminaljihad.

Have you ever wondered why so many Evangelicals are starting to drift to the left? There's a good reason. Daily Wire journalist Megan Basham's new book uncovers the infiltration of conservative Evangelical churches by far-left billionaires like George Soros and Pierre Omidyar, the founder of eBay. Since around 2013 there's been a concerted effort to essentially buy off pastors through opportunities or large amounts of funding if they support left-leaning causes like climate change and abortion. On this episode of Lighthouse Faith podcast, Basham talks about the research for her book, "Shepherds For Sale: How Evangelical Leaders Traded the Truth for a Leftist Agenda." Back in 2013 the likes of Soros and others saw religious voters as the one huge impediment to advancing their vision of America. Organizations like Soros' "Open Society Foundation" learned how to use the language of faith in order to lure pastors and their congregations to look more favorably toward a wide range of issues from the environment to gender ideology. Basham says, "They talked about how they could harness the power of high-profile Evangelical leaders in the hopes of influencing the rank and file in the pews." Learn more about your ad choices. Visit megaphone.fm/adchoices

In today's episode Arion, Rebecca and Olly look into the founding of the massive multinational e-commerce company eBay. On the day it went live it was named AuctionWeb, and was just one project among many being built by its creator, Pierre Omidyar. In fact, a significant part of the site was dedicated to information about Ebola, which happened to be a pet interest of Omidyar. In this episode, The Retrospectors put to bed the myth that eBay was short for “EbolaBay”; list all the things that you cannot sell on the site; and reveal Olly's first ever eBay purchase… Further Reading: ‘The Small-Scale Story Behind eBay's Big Bucks' (Time magazine, 2015): https://time.com/4013672/ebay-founded-story/ ‘25 years on since the birth of eBay, a true giant of modern computing' (The National, 2020): https://www.thenational.scot/news/18693304.25-years-since-birth-ebay-true-giant-modern-computing/ ‘eBay - How It Started' (Company Man; 2020): https://www.youtube.com/watch?v=hkEorxAxFXo This episode first premiered in 2023, for members of

Do we really need more jeremiads exposing the Randian greed of Peter Thiel, Mark Zuckerberg & Travis Kalanick? Rob Lalka's THE VENTURE ALCHEMISTS is about how big tech turned profits into power. but this has been the alchemy of American economic life for two hundred years. What isn't clear to me is how we are supposed to distinguish good big tech guys like Bill Gates, Pierre Omidyar, Craig Newmark, & Reid Hoffman from the evil Peter Thiel, Travis Kalanick and Elon Musk. Lalka's fetishization of “ordinary people” might be well meaning, but it doesn't really address today's alchemic challenge of democratizing the economic benefits of technological innovation. Rob Lalka is Professor of Practice in Management and the Albert R. Lepage Professor in Business at Tulane University's A.B. Freeman School of Business and the Executive Director of the Albert Lepage Center for Entrepreneurship and Innovation. He has twice received the A.B. Freeman School's Excellence in Intellectual Contributions Award and is the author of a forthcoming book, The Venture Alchemists: How Big Tech Turned Profits Into Power, from Columbia University Press. Lalka moved to New Orleans from Washington, DC, where he was a director at Village Capital and a senior advisor at the Howard G. Buffett Foundation. Prior, he served in the U.S. Department of State's Office of Global Partnerships and was on the Secretary of State's Policy Planning Staff, for which he was recognized with the State Department's Superior Honor Award and its Meritorious Honor Award. Lalka currently serves on the boards of Public Democracy, Inc., Blue Cross and Blue Shield of Louisiana, and Venture For America in New Orleans. He graduated from Yale University, cum laude with distinction in both history and English, holds his master's degree in public policy from Duke University, and earned executive education certificates from Harvard Business School.Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown childrenKeen On is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit keenon.substack.com/subscribe

Regelmäßig verschickt die Correctiv-Redaktion einen Newsletter mit dem Titel „Correctiv Spotlight“. Schwerpunkt ist diese Woche, wenig überraschend, die Veröffentlichung des via Webex geführten Gesprächs mehrerer hochrangiger Bundeswehroffiziere und -generäle. Doch unter der Überschrift „Abgehört von Russland“ betreiben die selbst ernannten „unabhängigen Faktenchecker“, die ihre mit Abstand größten Geldzuweisungen vom US-Multimilliardär und eBay-Gründer Pierre Omidyar sowieWeiterlesen

In this episode, our hosts Niveditha and Utsav are joined by Pankit Desai, the co-founder and CEO of Sequretek. He discusses the importance of cutting-edge yet affordable cybersecurity products, shares insights into the evolution of cybersecurity, and highlights Sequretek's mission to empower SMBs with affordable and high-quality automated security solutions. Tune in to this engaging conversation about technology's impact on our security online, and the crucial need for it to be accessible to everyone, especially the Next Half Billion. A special thanks to Omidyar Network India for making this season possible. To know how ONI is partnering bold and purpose-driven entrepreneurs who are working to improve the lives of India's Next Half Billion, visit omidyarnetwork.in You can listen and subscribe to Smartphone Nation on the IVM Podcasts App and on all major audio platforms. Do follow IVM Podcasts on social media. We are @IVMPodcasts on Facebook, Twitter, & Instagram.   See omnystudio.com/listener for privacy information.

In this episode, our hosts Nivedita and Utsav chat with Radha Basu, CEO of iMerit to know about iMerit's 'two feet planted on the ground' mission, where the two primary focuses are on creating an inclusive workforce, and leveraging the power of this inclusive workforce to revolutionise the AI and ML landscape with automation, annotation, and analytics for global enterprises. Tune in to this enlightening conversation, and learn more about iMerit's vision for a more inclusive and empowered future, especially for the underserved segments of India, and the Next Half Billion. A special thanks to Omidyar Network India for making this season possible. To know how ONI is partnering bold and purpose-driven entrepreneurs who are working to improve the lives of India's Next Half Billion, visit omidyarnetwork.in You can listen and subscribe to Smartphone Nation on the IVM Podcasts App and on all major audio platforms. Do follow IVM Podcasts on social media. We are @IVMPodcasts on Facebook, Twitter, & Instagram.  Do share the word with your folks!See omnystudio.com/listener for privacy information.

On today's episode of Human Events, Jack Posobiec pulls zero punches on LibertySafe, a gun safe company, and their apparent cooperation with the FBI. Poso is joined by Tony Shaffer for an elevated discussion on Tony Blinken's latest surprise visit to Ukraine and a candid analysis on Ukraine's ability to win the war against Russia. Julie Kelly joins Human Events for an update on Enrique Tarrio's 22 year sentence for his “involvement” in the Jan. 6th riots as well as an in-depth look into the ADL and Pierre Omidyar - all this and more on today's Human Events with Jack Posobiec!Here's your Daily dose of Human Events with @JackPosobiec Save up to 65% on MyPillow products by going to https://www.MyPillow.com/POSO and use code POSO To get $5000 of free silver on a qualifying purchase go https://www.protectwithposo.com with code POSO Detox from your phone today with SLNT. Go to https://SLNT.COM/POSO. Use promocode POSO to save 15% plus free shipping on qualifying orders.Support the show

Wine: 2014 Chardonnay, Herencia del Valle Elisabeth Rosario is an outsourced communications strategist that works with startups of all sizes and venture capital firms. As an independent contractor since 2016, her clients have included venture firms such as: Lux Capital, Renegade Ventures, Spero Ventures (sole LP is Pierre Omidyar), Equal Ventures, RRE Ventures, and Innovation Endeavours (founding partner Eric Shmidt). Startup clients have included: Sonoro, Koinz, Pattern Brands, Pitch, ServiceTitan, Own It (a book) by Ellevest's Sallie Krawcheck, Emi Couple, Token, Flutterwave, Morty, Looking Glass Factory, Eight Sleep, Dipsea, Loft Orbital, and more. Previously, Elisabeth was the Director of Communications at Spark Capital, an early stage venture capital firm that has backed companies like Twitter, Oculus VR, Slack, Warby Parker and Cruise Automation (acquired by GM). As the firm's first in-house communications hire, she helped startup founders and the firm's investment team to develop and share their points of view with the world. She also helped to lead platform initiatives with the firm's community of entrepreneurs: building infrastructure, resources and programming to empower and connect over 100 portfolio companies. Before that, Elisabeth was a key part of the growth of various PR agencies where she led media relations campaigns for over 100 disruptive entrepreneurs and startups including Rakuten's Buy.com, Trello, ClassPass, HowAboutWe, HelloFresh, Squarespace, Zola and Academy award-winning sci-fi film Ex Machina. In 2015, Adweek named Elisabeth on its 30 Under 30 in the PR Industry list. In 2018, Bustle named her on their list of Must-Follow Latinx. She's a graduate of Baruch College's Zicklin School of Business. Instagram TikTok Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Amanda Hsieh engages in an enlightening conversation with Michele Demers, the brilliant mind behind Boundless Impact Research & Analytics. Boundless is a cutting-edge environmental research and analytics firm, transforming the way investors, companies, and funds approach cleantech and the ongoing energy transition. Michele's impressive 25+ years of business expertise have led to the creation of innovative solutions that bring about genuine, positive impact and measurable market returns. Before delving into the boundless world of environmental research, Michele's journey was marked by remarkable achievements. She crafted a knowledge platform on philanthropic best practices, which became the go-to resource for a vast network of 1200 family offices at Foundation Source. Additionally, Michele served as the Director of Communications for Humanity United, a philanthropic entity with strong ties to the illustrious Pam Omidyar and eBay founder, Pierre Omidyar. Not stopping there, Michele played a pivotal role in the success of more than two-dozen startups, establishing herself as an authority in environmental impact measurement and innovative thinking. Here, the spotlight falls on Rapid Life Cycle Assessments (LCAs), an innovative tool used to evaluate the sustainability performance of products and services. They discuss how independent industry experts contribute to the process, adding credibility and thoroughness to the assessments. Boundless is not merely content with providing valuable data; they strive to revolutionize industries by standardizing sustainability data. Their efforts aim to empower investors and stakeholders, guiding their decision-making towards a more sustainable and responsible future. Throughout the episode, Michele sheds light on how Rapid LCAs can unveil eye-opening surprises, both favorable and unfavorable, related to a product's sustainability performance. These insights are bound to spark curiosity and encourage listeners to consider the broader implications of their choices. If you're eager to learn more about Boundless and Michele's inspiring motivations, the episode offers a wealth of valuable resources. Tune in to discover the world of product sustainability performance. Prepare to be inspired! Unlock the world of sustainability and join the ESG Decoded Podcast community! Make sure to subscribe to be notified of new episodes on your favorite streaming platforms, YouTube, and our social channels (linked below). Get ready for thrilling new episodes that will ignite your passion for positive change. Tune in, engage, and let's decode ESG together! Episode Resource Links Boundless' Methodology: https://www.boundlessimpact.net/boundless-methodology Additional Insights and Motivations: https://www.mcjcollective.com/my-climate-journey-podcast/michele-demers

BIO Elisabeth Rosario is an outsourced communications strategist that works with startups of all sizes and venture capital firms. As an independent contractor since 2016, her clients have included venture firms such as: Lux Capital, Renegade Ventures, Spero Ventures (sole LP is Pierre Omidyar), Equal Ventures, RRE Ventures, and Innovation Endeavours (founding partner Eric Shmidt). Startup clients have included: Sonoro, Koinz, Pattern Brands, Pitch, ServiceTitan, Own It (a book) by Ellevest's Sallie Krawcheck, Emi Couple, Token, Flutterwave, Morty, Looking Glass Factory, Eight Sleep, Dipsea, Loft Orbital, and more. Previously, Elisabeth was the Director of Communications at Spark Capital, an early stage venture capital firm that has backed companies like Twitter, Oculus VR, Slack, Warby Parker and Cruise Automation (acquired by GM). As the firm's first in-house communications hire, she helped startup founders and the firm's investment team to develop and share their points of view with the world. She also helped to lead platform initiatives with the firm's community of entrepreneurs: building infrastructure, resources and programming to empower and connect over 100 portfolio companies. Before that, Elisabeth was a key part of the growth of various PR agencies where she led media relations campaigns for over 100 disruptive entrepreneurs and startups including Rakuten's Buy.com, Trello, ClassPass, HowAboutWe, HelloFresh, Squarespace, Zola and Academy award-winning sci-fi film Ex Machina. In 2015, Adweek named Elisabeth on its 30 Under 30 in the PR Industry list. In 2018, Bustle named her on their list of Must-Follow Latinx.  She's a graduate of Baruch College's Zicklin School of Business. Instagram TikTok Learn more about your ad choices. Visit megaphone.fm/adchoices

U2's Lead Singer is funding fellow climate swindlers trying to steal South Dakota farmland using Eminent Domain. Brandei Schaefbauer, South Dakota State Representative joins us.In the name of the Climate Cult, and on behalf of a huge cartel called Summit Climate Solutions, over 100 hundred family farms in South Dakota are at risk of being condemned--read: stolen--using Eminent Domain. “Republican” donors and office holders are actively involved in this attempted theft, and South Dakota's governor, Kristi Noem who ran on property rights has refused to do anything to stop Summit Climate Solutions from stealing farmer's land. But, she likes to go to D.C. to talk about property rights. This entire swindle is to steal farm land to build a pipeline to run carbon dioxide--the gas we exhale, the gas plants use as fuel--across several states to sequester it in rock. The people behind this are some of the richest in the world and some of the most tyrannically leftist. For instance, according to documents I obtained from land owners via South Dakota State representative Brandei Schaefbauer, The Rise Fund, which list U2's Bono as a founder, apparently invests in Summit Climate Solutions; does Bono, who crusades against famine, know The Rise fund is attacking family food producers? Pierre Omidyar, the founder of PayPal, which famously bans conservative and Christians from using the service, is listed as a founder . . . Pierre Omidyar is also funding efforts to censor free speech. Reid Hoffman, founder of LinkedIn, which bans doctors for sharing studies about the mRNA injections is listed as a founder. It's not just the Rise Fund. According the the same documents, a South Korean company, SK-Perspectives is invested in Summit Climate Solutions. SK is a favorite company of the people who run Joe Biden; the FigureHead spoke at their company. As Brandei explains, the South Dakota Republican power structure isn't interested in defending the rights of these farmers, it's up to us. Here is the Petition to stop this theft of land. Summit Climate Solutions has been viciously bullying a fourth generation farmer, Jared Bossly; they lied about him threatening the thugs they sent to survey his land without his permission and he had to spend even more money in court defending himself against their lies and, just wait until you hear what the judge told Jared. Here is a link to a GiveSendGo to assist the Bossly family's right against these billionaires. What does God's Word say? Here are 21 Bible verses against stealingEpisode 899 Links:The Petition to stop this theft of landGiveSendGo to assist the Bossly family's right against these billionairesOfficial Page: Representative Brandei Schaefbauer - 2023Brandei on TwitterRastetter's Political ties, donations, secure tax creditsINTERVIEW: Rep. Brandei Schaefbauer, Rep. Karla Lems, Steve King, Sheriff MackBrown County landowner not in contempt of court order in pipeline dispute (thedakotascout.com)Corporate Fascism in South Dakota4Patriots https://4patriots.com Protect your family with Food kits, solar generators and more at 4Patriots. Use code TODD for 10% off your first purchase. Alan's Soaps https://alanssoaps.com/TODD Use coupon code ‘TODD' to save an additional 10% off the bundle price. BiOptimizers https://magbreakthrough.com/todd Use promo code TODD for 10% off your order. Bonefrog https://bonefrog.us Enter promo code TODD at checkout to receive 10% off your subscription. Bulwark Capital http://KnowYourRiskRadio.com Find out how Bulwark Capital Actively Manages risk. Call 866-779-RISK or vist KnowYourRiskRadio.com Healthycell http://healthycell.com/todd Protect your heart with Healthycell! Use promo code TODD for 20% off your first order. My Pillow https://mypillow.com Use code TODD for BOGO on the new MyPillow 2.0 Patriot Mobile https://patriotmobile.com/herman Get free activation today with offer code HERMAN. Visit or call 878-PATRIOT. RuffGreens https://ruffgreens.com/todd Get your FREE Jumpstart Trial Bag of Ruff Greens, simply cover shipping. Visit or call 877-MYDOG-64. SOTA Weight Loss https://sotaweightloss.com SOTA Weight Loss is, say it with me now, STATE OF THE ART! GreenHaven Interactive https://greenhaveninteractive.com Digital Marketing including search engine optimization and website design.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5674544/advertisement

Why censorship attempts are hilarious and bound to fail: a deep diveThe DHS wanted social credit scores like Communist China. We weren't supposed to find out -- but, here we are. The utterly corrupt FDA wants to “stop the spread of misinformation”, but they couldn't even stop us from learning about their lies. Apparently, FOX News wants Tucker Carlson silenced until 2025, but there's his Twitter show with ~150 million views. It's all hilarious because it all points to the fact that the would-be censors have no idea they are trying to stop the wind, sun, rain and truth. What does God's Word say? John 14:6 6 Jesus answered, “I am the way and the truth and the life. No one comes to the Father except through me.Episode 887 Links:DHS Sought To Assign Social Credit Style “Risk Scores” To Social Media Users; Newly-obtained documents revealThe FDA Pledges to ‘Stop the Spread' of Misinformation.Wow. South Dakota farmer Jared Bossly, one of 80+ landowners in the state facing eminent domain lawsuits for a carbon capture pipeline, says he spoke to Gov. @KristiNoemabout his situation and her response was "it's out of my hands... Am I supposed to fight all your battles?"This is an image that was shared with @RepJonHansen from one of the South Dakota landowners in McPherson County facing an eminent domain lawsuit from Summit Carbon Solutions to build a carbon capture pipeline on their property for ethanol plants in Iowa. It shows an armed security guard flanking surveyors as they enter private land without permission for a pipeline they don't even have the permit to build yet. This is the state of private property rights in South Dakota.This is pathetic of Fox. They fired Carlson, and now their position is: he's not allowed to speak. He didn't go to a competing network. He has no contract with Twitter. He's just speaking on social media. And to Fox, that's cause to threaten to sue him. They want him quiet:Instagram algorithm boosted ‘vast pedophile network,' alarming report claimsZuckerberg: Establishment Asked to Censor COVID-19 Posts That Ended Up Being TrueStanford wants to "govern" how we get information in order to save democracy. Naturally, they're calling their new censorship initiative, "Project Liberty."Billionaire Biden Donor Bankrolled 2020 Election Social Media Censorship Effort; Newly disclosed document confirms billionaire Pierre Omidyar financed the public-private partnership to censor election-related Twitter and Facebook posts.A Christian man was just arrested during a ‘Pride' event in Pennsylvania for the crime of READING THE BIBLE out loud. How is this not a violation of his first amendment rights? Are you kidding me?? This world has gone insane.4Patriots https://4patriots.com Protect your family with Food kits, solar generators and more at 4Patriots. Use code TODD for 10% off your first purchase. Alan's Soaps https://alanssoaps.com/TODD Use coupon code ‘TODD' to save an additional 10% off the bundle price. BiOptimizers https://magbreakthrough.com/todd Use promo code TODD for 10% off your order. Bonefrog https://bonefrog.us Enter promo code TODD at checkout to receive 10% off your subscription. Bulwark Capital http://KnowYourRiskRadio.com Find out how Bulwark Capital Actively Manages risk. Call 866-779-RISK or vist KnowYourRiskRadio.com Healthycell http://healthycell.com/todd Protect your heart with Healthycell! Use promo code TODD for 20% off your first order. My Pillow https://mypillow.com Use code TODD for BOGO on the new MyPillow 2.0 Patriot Mobile https://patriotmobile.com/herman Get free activation today with offer code HERMAN. Visit or call 878-PATRIOT. RuffGreens https://ruffgreens.com/todd Get your FREE Jumpstart Trial Bag of Ruff Greens, simply cover shipping. Visit or call 877-MYDOG-64. SOTA Weight Loss https://sotaweightloss.com SOTA Weight Loss is, say it with me now, STATE OF THE ART! GreenHaven Interactive https://greenhaveninteractive.com Digital Marketing including search engine optimization and website design.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5674544/advertisement

F-16s to the Ukraine. Toppling South Africa. LinkedIn maintains its wokeness. Pierre Omidyar defunds the police while funding private security firms.

No início da era das pontocom, um nerd da tecnologia do Vale do Silício, em uma vingança pessoal, lança o primeiro site de e-commerce do mundo. Lancheiras vintage? Guitarras de segunda mão? Autógrafos de celebridades de segundo escalão? Você acha tudo isso na AuctionWeb, e em pouco tempo o site cresce rapidamente. Mas o fundador Pierre Omidyar não está preparado para os desafios de infraestrutura que vêm com a transformação de seu projeto de estimação em uma empresa real. As quedas de energia e as interrupções do site logo acontecem, aumentando a ira dos clientes. E sem uma maneira de fechar transações on-line, a AuctionWeb pode estar condenada antes de decolar.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The left has George Soros, Bill Gates, Sam Bankman-Fried, Tom Steyer, Michael Bloomberg, Pierre Omidyar, and just about every corporation in the Western world and their beck and call. I have you. And here's what I need you to do. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit raheemkassam.substack.com

Marty Cagan is one of the OGs of Product and Product Management as the Founder of Silicon Valley Product Group. Before founding SVPG, Marty served as an executive responsible for defining and building products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, and eBay. He worked directly alongside Marc Andreesen and Ben Horowitz at Netscape and Pierre Omidyar at eBay. In Today's Episode with Marty Cagan We Discuss: 1. Entry into the World of Product From Engineering: How Marty first made his way into the world of product, having started life as an engineer? What does Marty know now that he wishes he had known when he started in product? What are Marty's biggest tips to anyone making the move from engineering to product? 2. Lessons from Marc and Ben at Netscape and Pierre @ eBay: What are the single biggest lessons Marty took from working side by side on product with Ben Horowitz and Marc Andreesen? What did Netscape do right? What did they do wrong? With hindsight, what would Marty have done differently? How did Marty break all of his rules by working with Pierre Omidyar? 3. Hiring a World Class Early Product Team: When is the right time to make your first product hire as a startup? What is the right profile for that first product hire? Senior or junior? If you go for the junior hire, how do you structure the rest of the team? If you go for the Senior hire, how do you structure the rest of the team? What are the single biggest mistakes startups make when hiring their first in product? Does Marty prefer someone with or without expertise in the domain you are in? 4. Mastering the Onboarding Process: What is the optimal onboarding process for all new product hires? How can leaders ensure that product hires see and understand all areas of the business? What can product leaders do to proactively impress in the first 30-60 days? What are clear red flags that a new product hire is not working out? How long do we give them?

Connie's motivational quote for today is by – Pierre Omidyar, “We have the technology, finally, that for the first time in human history allows people to really maintain rich connections with much larger numbers of people.”   YouTube: https://youtu.be/flJ6r2ApTEg   Check Out These Highlights:  Have you ever gotten a great idea for a new program, spent a few months putting together the sales page and recorded professional videos, and gotten a ho-hum response when you launched?    You may have then identified your smallish email list as the problem and set about fixing that, but what if you could successfully launch no matter the size of your list? What if your likely prospects could tell you exactly the problem, they want you to solve and exactly how to describe your program? That's possible if you take the time to build a list of likely prospects from your existing network, host research calls, and validate your big idea with a pilot program.    Doing so will save you money, time, and effort - and likely lead to some unexpected opportunities.    About Robbie Samuels:   Robbie is an author, speaker, and business growth strategy coach recognized as a networking expert by Harvard Business Review, Forbes, Lifehacker, and Inc.  He is also a virtual event design consultant and executive Zoom producer recognized as an industry expert in the field of digital event design.    Robbie is the author of "Croissants vs. Bagels: Strategic, Effective, and Inclusive Networking at Conferences" and "Small List, Big Results: Launch a Successful Offer No Matter the Size of Your Email List."   He is a Harvard Business Review contributor. Robbie is the host of the On the Schmooze podcast and #NoMoreBadZoom Virtual Happy Hours.   How to Get in Touch With Robbie Samuels:   Website:  http://www.robbiesamuels.com/ Email:  ROBBIE@ROBBIESAMUELS.COM Free Big Results Toolkit:  http://www.SmallListBigResults.com   Stalk me online! LinkTree: https://linktr.ee/conniewhitman Download Free Communication Style Assessment: https://www.changingthesalesgame.com/communication-style-assessment  All-Star Community:  https://changingthesalesgame.mykajabi.com/All-Star-Community   Subscribe and listen to the Changing the Sales Game Podcast on your favorite podcast streaming service or on YouTube.  New episodes post every week - listen to Connie dive into new sales and business topics or problems you may have in your business.

In this discussion, Dr. SHIVA reveals that the Intercept's "breaking" story being parroted by Internet Grifters is nothing but old news, which Internet Grifters CHOSE NOT TO COVER IN 2020, and has been up on Dr. Shiva's website for over TWO YEARS at WinbackFreedom.com. Dr. SHIVA exposed in his landmark 2020 Federal Lawsuit and personally informed Fox News Tucker Carlson and Glenn Greenwald of the Intercept of his findings. They chose to do nothing. Dr. Shiva is perplexed at the sudden interest now. Dr. Shiva's lawsuit discovered in detail the entire Censorship Infrastructure created by the DHS and other government agencies in collusion with Big Tech such as Twitter, and Facebook, etc. Dr. Shiva's lawsuit provides the entire DETAILED censorship architecture, beyond just DHS. Moreover, he also exposed that among others, the Intercept's Funder, and Founder FUNDED the SAME censorship architecture that Intercept now "bravely" exposes. Is this and ad campaign for Intercept to win a Pultizer while its founder continues support for the same censorship infrastructure.

Kicking off the first day of November 2022 by bringing back special guest Blue Canaries to discuss the latest developments in the Paul Pelosi attack. Blue and Teddy take a close look at the new questions raised by the FBI affidavit, which contradicts the SF Police Department version multiple times.You can follow along by downloading the eight page PDF of the FBI affadavit, which was submitted by FBI agent Stephanie Minor (who has only been on the job since 2019). LINK: https://www.justice.gov/opa/press-release/file/1548106/downloadEPISODE XXXIV TOPICS: * Major contradictions between the SF Police version of events and the new FBI affidavit* The unidentified third person who originally opened the door for the police has vanished from the scene. Now the FBI says Paul Pelosi was the one who opened the door for the police and greeted them. Then after opening the door for the police, this 84 year old man worth $100 million decided to resume struggling over a hammer with a man half his age. Guess he wanted to show the cops how tough he was? * Original version of the story said DEPAPE was in his underwear. That was one of the major mysteries of the original story. But now you are a “conspiracy theorist” and a homophobe if you repeat this detail. The media initially reported it on October 28, and I heard it on the radio so this tidbit of info was repeated by multiple news outlets. Now it's retracted, and the left is accusing anyone who mentions underwear of lying and spreading disinformation. * Blue Canaries once again underscores the major objective here: to get conservatives to take the bait, so they can continue censoring, silencing and punishing their political opponents. * Glenn Greenwald brilliantly explains their real objective: “The Consortium Imposing the Growing Censorship Regime” * GREENWALD: “There has been some reporting — by me and others — on the new and utterly fraudulent “disinformation” industry. This newly minted, self-proclaimed expertise, grounded in little more than crude political ideology, claims the right to officially decree what is “true” and "false” for purposes of, among other things, justifying state and corporate censorship of what its “experts” decree to be "disinformation.” The industry is funded by a consortium of a small handful of neoliberal billionaires (George Soros and Pierre Omidyar) along with U.S., British and EU intelligence agencies.”* The SF police said when they opened the door, DEPAPE was shouting “Where's Nancy?” at Paul Pelosi. The FBI affidavit says that DEPAPE asked where Nancy was when he entered Paul Pelosi's bedroom. How did the police hear DEPAPE say “Where's Nancy” when they didn't arrive until later? * NewsBusters has a great recap of the leftist media encouraging their followers to target Supreme Court Justices at their homes: “Liberal Media Encouraged TARGETING Justices at Home Before Assassination Attempt”* Madonna in January 2017: “Yes, I'm angry. Yes, I am outraged. Yes, I have thought an awful lot about blowing up the White House.” Did anyone on the left denounce her? NO!* It's chilling what is happening in America right now. It's 1984 in 2022. Episode #34 was recorded on Monday, November 1, 2022 with a call recording app that crashed three times while Blue and Teddy were talking. You will hear two 2 second sound effects in between the three segments. HUGE THANKS TO BLUE CANARIES for your patriotism, world-class research and brilliant analysis. Blue got banned from Twitter last weekend for having the audacity to question the puzzling details of the Paul Pelosi attack, so you can follow her on Truth Social.LINK: https://truthsocial.com/@bluecanaries Stream ‘The Teddy Brosevelt Show':* Spotify* iHeartRadio* Apple Podcasts* TuneIn Radio* Substack This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit teddybrosevelt.substack.com

Happy Birthday Vernon Heagy! Thanks for being a loyal Patreon subscriber for a while now, and thanks for having a great wife like Ashleigh who wants to wish you the happiest birthday of all time. Cheers buddy! WANT TO CELEBRATE A LOVED ONE'S BIRTHDAY, ACHIEVEMENTS, OR GENERAL AMAZINGNESS? Customize an episode of the podcast just for them! You pick the topic or provide the questions and any kind words you want to shout out and I'll make sure it gets recorded on the day of your choice for $25. Venmo @Ryan-Budds to lock in your date!  And, try a brand new BUDDSTAGRAM! It's like Cameo but for trivia lovers. I'll record a five minute video with five trivia questions on a topic your friend, family members, or co-worker loves and send them the video for any occasion. Venmo @Ryan-Budds $25 with your requests anytime! Grab new prints of my Pop Culture Puzzles Vol. 1 book for $10 and free shipping! ⬇️ ⬇️ ⬇️  Trivia books, shirts, & more! Fact of the Day: Ebay was started when Pierre Omidyar wanted to add to his girlfriend's Pez dispenser collection in 1995.  THE FIRST TRIVIA QUESTION STARTS AT 02:38 Theme song by www.soundcloud.com/Frawsty Bed Music: Neon Laser Horizon by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/7015-neon-laser-horizon License: https://filmmusic.io/standard-license PLAY TRIVIA WITH BUDDS live on FB Live (and sometimes Zoom!) A full hour interactive show streams often nightly at 7pm PST. See lineup of shows and topics at www.TriviaWithBudds.com under the events section towards the bottom of the homepage. Watch the shows at www.Facebook.com/ryanbudds or www.Facebook.com/TriviaWithBudds  http://TriviaWithBudds.comhttp://Facebook.com/TriviaWithBudds http://Twitter.com/ryanbudds http://Instagram.com/ryanbudds Book a party, corporate event, or fundraiser anytime by emailing ryanbudds@gmail.com or use the contact form here: https://www.triviawithbudds.com/contact SUPPORT THE SHOW: www.Patreon.com/TriviaWithBudds Send me your questions and I'll read them/answer them on the show. Also send me any topics you'd like me to cover on future episodes, anytime! Cheers.  SPECIAL THANKS TO ALL MY PATREON SUBSCRIBERS INCLUDING:  Veronica Baker, Greg Bristow, Brenda and Mo Martinez, Matt Frost, Dillon Enderby, Manny Cortez, Joe Finnie, Jen Wojnar, John Burke, Simon Time, Albert Thomas, Alexandra Pepin, Myles Bagby, Patrick Leahy, Vernon Heagy, Brian Salyer, Casey OConnor, Christy Shipley, Cody Roslund, Dan Papallo, Jim Fields, John Mihaljevic, Loree O'Sullivan, Kimberly Brown, Matt Pawlik, Megan Donnelly, Robert Casey, Sabrina Gianonni, Sara Zimmerman, Wreck My Podcast, Brendan Peterson, Feana Nevel, Jenna Leatherman, Madeleine Garvey, Mark and Sarah Haas, Alexander Calder, Paul McLaughlin, Shaun Delacruz, Barry Reed, Clayton Polizzi, Edward Witt, Jenni Yetter, Joe Jermolowicz, Kyle Henderickson, Luke Mckay, Pamela Yoshimura,  Paul Doronila, Rich Hyjack, Ricky Carney, Russ Friedewald, Tracy Oldaker, Willy Powell, Victoria Black, David Snow, Leslie Gerhardt, Rebecca Meredith, Jeff Foust, Richard Lefdal Timothy Heavner, Michael Redman, Michele Lindemann, Ben Stitzel, Shiana Zita, and Josh Gregovich, Jen and Nic Capano, Gerritt Perkins, Chris Arneson, Trenton Sullivan, Jacob LoMaglio, Erin Burgess, Torie Prothro, Donald Fuller, Kristy, Pate Hogan, Scott Briller, Sam K, Jon Handel, John Taylor, Dean Bratton, Mark Zarate, Laura Palmer, Scott Holmes, James Brown, Andrea Fultz, Nikki Long, Jenny Santomauro, and Denise Leonard! YOU GUYS ROCK! 

Le 3 septembre 1995, l'Américain Pierre Omidyar crée le site d'enchères en ligne eBay, à San José en Californie. Durant deux ans, le site s'appelle AuctionWeb.

This episode originally aired on Software Engineering Radio.Randy Shoup is the VP of Engineering and Chief Architect at eBay. He was previously the VP of Engineering at WeWork and Stitch Fix, a Director of Engineering at Google Cloud where he worked on App Engine, and a Chief Engineer and Distinguished Architect at eBay in 2004. Topics covered: eBay's origins as a single C++ class The five-year migration to Java services Sharing a database between the old and new systems Building a distributed tracing system Working with bare metal Why most companies should stick to cloud Why individual services should own their own data storage How scale has caused solutions to change Rejoining a former company The Accelerate Book Improving delivery time.  Related Links:@randyshoupOpenTelemetryLightStepHoneycombAccelerate BookThe MemoValue Stream MappingThe Epic Story of Dropbox's Exodus from the Amazon Cloud EmpireTranscript:[00:00:00] Jeremy: Today, I'm talking to Randy Shoup, he's the VP of engineering and chief architect at eBay.[00:00:05] Jeremy: He was previously the VP of engineering at WeWork and stitch fix, and he was also a chief engineer and distinguished architect at eBay back in 2004. Randy, welcome back to software engineering radio. This will be your fifth appearance on the show. I'm pretty sure that's a record.[00:00:22] Randy: Thanks, Jeremy, I'm really excited to come back. I always enjoy listening to, and then also contributing to software engineering radio.Back at, Qcon 2007, you spoke with Markus Volter he's he was the founder of SE radio. And you were talking about developing eBay's new search engine at the time.[00:00:42] Jeremy: And kind of looking back, I wonder if you could talk a little bit about how eBay was structured back then, maybe organizationally, and then we can talk a little bit about the, the tech stack and that sort of thing.[00:00:53] Randy: Oh, sure. Okay. Yeah. Um, so eBay started in 1995. I just want to like, you know, orient everybody. Same, same as the web. Same as Amazon, same as a bunch of stuff. So E-bay was actually almost 10 years old when I joined. That seemingly very old first time. Um, so yeah. What was ebay's tech stack like then? So E-bay current has gone through five generations of its infrastructure.It was transitioning between the second and the third when I joined in 2004. Um, so the. Iteration was Pierre Omidyar, the founder three-day weekend three-day labor day weekend in 1995, playing around with this new cool thing called the web. He wasn't intending to build a business. He just was playing around with auctions and wanted to put up a webpage.So he had a Perl backend and every item was a file and it lived on this little 486 tower or whatever you had at the time. Um, so that wasn't scalable and wasn't meant to be. The second generation of eBay's architecture was what we called V2 very, you know, creatively, uh, that was a C++ monolith. Um, an ISAPI DLL with essentially well at its worst, which grew to 3.4 million lines of code in that single DLL and basically in a single class, not just in a single, like repo or a single file, but in a single class.So that was very unpleasant to work in. As you can imagine, um, eBay had about a thousand engineers at the time and they were, you know, as you can imagine, like really stepping on each other's toes and not being able to make much forward progress. So starting in, I want to call it 2002. So two years before I joined, um, they were migrating to the creatively named V3 and V3 architecture was Java, and.you know, not microservices, but like we didn't even have that term, but it wasn't even that it was mini applications. So I'm actually going to take a step back. V2 was a monolith. So like all of eBay's code in that single DLL and like that was buying and selling and search and everything. And then we had two monster databases, a primary and a backup big Oracle machines on some hardware that was bigger, you know, bigger than refrigerators and that ran eBay for a bunch of years, before we changed the upper part of the stack, we, um, chopped up the, that single monolithic database into a bunch of, um, domain specific databases or entity specific databases, right?So a set of databases around users, you know, sharded by the user ID could talk about all that. If you want, you know, items again, sharded by item ID transactions, sharded by transaction ID... I think when I joined, it was the several hundred instances of, uh, Oracle databases, um, you know, spread around, but still that monolithic front end.And then in 2002, I wanna say we started migrating into that V3 that I was saying, okay. So that's, uh, that was a rewrite in Java, again, many applications. So you take the front end and instead of having it be in one big unit, it was this, uh, ER file, EAR, file, if run and people remember back to, you know, those stays in Java, um, you know, 220 different of those.So like here is the, you know, one of them for the search pages, you know, so the, you know, one application be the search application and it would, you know, do all the search related stuff, the handful of pages around search, uh, ditto for, you know, the buying area, ditto for the, you know, checkout area, ditto for the selling area...220 of those. Um, and that was again, domain, um, vertically sliced domains. And then the relationship between those V3, uh, applications and the databases was a many to many things. So like many applicants, many of those applications interact with items. So they would interact with those item databases. Many of them would interact with users.And so they would interact with a user databases, et cetera, uh, happy to go into as much gory detail as you want about all that. But like, that's what, uh, but we were in the transition period. You know, when I, uh, between the V2 monolith to the V3 mini applications in, uh, 2004, I'm just going to pause there and like, let me know where you want to take it.[00:05:01] Jeremy: Yeah. So you were saying that it was, um, it started as Perl, then it became a C++, and that's kind of interesting that you said it was all in one class, right? So it's wow. That's gotta be a gigantic [00:05:16] Randy: I mean, completely brutal. Yeah. 3.4 million lines of code. Yeah. We were hitting compiler limits on the number of methods per class.[00:05:22] Jeremy: Oh my gosh.[00:05:23] Randy: I'm, uh, uh, scared that I have that. I happen to know that at least at the time, uh, Microsoft allowed you 16 K uh, methods per class, and we were hitting that limit.So, uh, not great.[00:05:36] Jeremy: So it's just kind of interesting to think about how do you walk through that code, right? You have, I guess you just have this giant file.[00:05:45] Randy: Yeah. I mean, there were, you know, different methods. Um, but yeah, it was a big man. I mean, it was a monolith, it was, uh, you know, it was a spaghetti mess. Um, and you know, as you can imagine, Amazon went through a really similar thing by the way. So this wasn't soup. I mean, it was bad, but like we weren't the only people that were making that, making that a mistake.Um, and just like Amazon, where they were, uh, they did like one update a quarter (laughs) , you know, at that period, like 2000, uh, we were doing something really similar, like very, very slow. Um, you know, updates and, uh, when we moved to V3, you know, the idea was to get to do changes much faster. And we were very proud of ourselves starting in 2004 that we, uh, upgraded the whole site every two weeks.And we didn't have to do the whole site, but like each of those individual applications that I was mentioning, right. Those 220 applications, each of those would roll out on this biweekly cadence. Um, and they had interdependencies. And so we rolled them out in this dependency order in any way, lots of, lots of complexity associated with that.Um, yeah, there you go.[00:06:51] Jeremy: the V3 that, that was written in Java, I'm assuming this was a, as a complete rewrite. You, you didn't use the C++ code at all.[00:07:00] Randy: Yeah. And, uh, it was, um, we migrated, uh, page by page. So, uh, you know, in the transition period, which lasted probably five years, um, there were pages, you know, in the beginning, all pages were served by V2. In the end, all pages are served by V3 and, you know, over time you iterate and you like rewrite in parallel, you know, rewrite and maintain in parallel the V3 version of XYZ page and the V2 version of XYZ page.Um, and then when you're ready, you start to test out at low percentages of traffic, you know, what would, what does V3 look like? Is it correct? And when it isn't do you go and fix it, but then ultimately you migrate the traffic over, um, to fully take, get fully be in the V3 world, and then you, you know, remove or comment out or whatever.The, the code that supported that in the V2 monolith.[00:07:54] Jeremy: And then you had mentioned using Oracle databases. Did you have a set for V2 and a separate V3 and you were kind of trying to keep them in sync?[00:08:02] Randy: Oh, great question. Thank you for asking that question. No, uh, no. We had the databases. Um, so again, as I mentioned, we had pre-demonolith that's my that's a technical term, uh, pre broken up the databases starting in, let's call it 2000. Uh, actually I'm almost certain that's 2000. Cause we had a major site outage in 1999, which everybody still remembers who was there at the time.Uh wasn't me or I wasn't there at the time. Uh, but you know, you can look it up. Uh, anyway, so yeah, starting in 2000, we broke up that monolithic database into what I was telling you before those entity aligned databases. Again, one set for items, one set for users, one set for transactions, you know, dot dot, dot, um, and that division of those databases was shared.You know, those databases were shared between. The three using those things and then V sorry, V2 using those things and V3 using those things. Um, and then, you know, so we've completely decoupled the rewrite of the database, you know, kind of data storage layer from the rewrite of the application layer, if that makes sense.[00:09:09] Jeremy: Yeah. So, so you had V2 that was connecting to these individual Oracle databases. You said like they were for different types of entities, like maybe for items and users and things like that. but it was a shared database situation where V2 was connected to the same database as V3. Is that right?[00:09:28] Randy: Correct and also in V3, even when done. Different V3 applications, were also connecting to the same database, again, like anybody who used user, anybody who used the user entity, which is a lot we're connecting to the user suite of databases and anybody who used the item entity, which again is a lot, um, you were connecting to the item databases, et cetera.So yeah, it was this many to many that's, I'm trying to say many to many relationship between applications in the V3 world and databases.[00:10:00] Jeremy: Okay. Yeah, I think I, I got it because[00:10:03] Randy: It's easier with a diagram.[00:10:04] Jeremy: yeah. W 'cause when you, when you think about services now, um, you think of services having dependencies on other services. Whereas in this case you would have multiple services that rather than talking to a different service, they would all just talk to the same database.They all needed users. So they all needed to connect to the user's database.[00:10:24] Randy: Right exactly. And so, uh, I don't want to jump ahead in this conversation, but like the problems that everybody has, everybody who's feeling uncomfortable at the moment. You're right. To feel uncomfortable because that wasn't unpleasant situation and microservices, or more generally the idea that individual services would own their own data.And only in the only are interactions to the service would be through the service interface and not like behind the services back to the, to the data storage layer. Um, that's better. And Amazon discovered that, you know, uh, lots of people discovered that around that same, around that same early two thousands period.And so yeah, we had that situation at eBay at the time. Uh, it was better than it was before. Right, right. Better than a monolithic database and a monolithic application layer, but it definitely also had issues. Uh, as you can imagine,[00:11:14] Jeremy: you know, thinking about back to that time where you were saying it's better than a monolith, um, what were sort of the trade-offs of, you know, you have a monolith connecting to all these databases versus you having all these applications, connecting to all these databases, like what were the things that you gained and what did you lose if that made sense?[00:11:36] Randy: Hmm. Yeah. Well, I mean, why we did it in the first place is develop is like isolation between development teams right? So we were looking for developer productivity or the phrase we used to use was feature velocity, you know, so how quickly would we be able to move? And to the extent that we could move independently, you know, the search team could move independently from the buying team, which could move independently from the selling team, et cetera.Um, that was what we were gaining. Um, what were we losing? Uh, you know, when you're in a monolith situation, If there's an issue, you know, where it is, it's in the monolith. You might not know where in the monolith. Um, but like there's only one place that could be. And so an issue that one has, uh, when you break things up into smaller units, uh, especially when they have this, you know, shared, shared mutable state, essentially in the form of these databases, like who changed that column?What, you know, what's the deal. Uh, actually we did have a solution for that or something that really helped us, which was, um, now 20, more than 20 years ago, we had something that we would now call distributed tracing where, uh, actually I talked about this way back in the 2007 thing, cause it was pretty cool, uh, at the time, uh, You know, just like the spans one would create using a modern distributed tracing, you know, open telemetry or, you know, any of the disruptive tracing vendors.Um, just like you would do that. We, we didn't use the term span, but that same idea where, um, we could, and the goal was the same to like debug stuff. So, uh, every time we were about to make a database call, we would say, Hey, I'm about to make this data, you know, we would log we about to make this database call and then it would happen.And then we would log whether it was successful or not successful. We could see how long it took, et cetera. Um, and so we built our own, you know, monitoring system, which, which we called central application logging or CAL, uh, totally proprietary to eBay. I'm happy to talk about whatever gory details you want to know about that, but it was pretty cool certainly way back in 2000.It was, and that was our mitigation against the thing I'm telling you, which is, you know, when something, when not. Something is weird in the database. We can kind of back up and figure out where it might've happened, or things are slow. What's, you know, what's the deal. And, uh, you know, cause sometimes the database is slow for reasons.Um, and what, which, what thing is, you know, from an application perspective, I'm talking to 20 different databases, but things are slow. Like what is it? And, um, CAL helped us to, to figure out both elements of that, right? Like what applications are talking to, what databases and what backend services and like debug and diagnose from that perspective.And then for a given application, what, you know, databases in backend services are you talking to? And, um, debug that. And then we have the whole, and then we, um, we, we had monitors on those things and we would notice when databases would, where be a lot of errors or where, when database is starting in slower than they used to be.Um, and then. We implemented what people would now call circuit breakers, where we would notice that, oh, you know, everybody who's trying to talk to database 1, 2, 3, 4 is seeing it slow down. I guess 1, 2, 3, 4 is unhappy. So now flip everybody to say, don't talk to 1, 2, 3, 4, and like, just that kind of stuff.You're not going to be able to serve. Uh, but whatever, that's better than stopping everything. So I hope that makes sense. Like, you know, so all these, all these like modern resilience techniques, um, we always had, we had our own proprietary names for them, but you know, we, we implemented a lot of them way back when,[00:15:22] Jeremy: Yeah. And, and I guess just to contextualize it for the audience, I mean, this was back in 2004. Oh it back in 2000.[00:15:32] Randy: Again, because we had this, sorry to interrupt you because we have, the problem is that we were just talking about where application many applications are talking to many services and databases and we didn't know what was going on. And so we needed some visibility into what was going on.Sorry, go ahead.[00:15:48] Jeremy: yeah. Okay. So all the way back in 2000, there's a lot less, Services out there, like nowadays you think about so many software as a service products. if you were building the same thing today, what are some of the services that people today would just go and say like, oh, I'll just, I'll just pay for this and have this company handle it for me. You know, that wasn't available, then[00:16:10] Randy: sure. Well, there. No, essentially, no. Well, there was no cloud cloud didn't happen until 2006. Um, and there were a few software as a service vendors like Salesforce existed at the time, but they weren't usable in the way you're thinking of where I could give you money and you would operate a technical or technological software service on my behalf.Do you know what I mean? So we didn't have any of the monitoring vendors. We didn't have any of the stuff today. So yeah. So what would we do, you know, to solve that specific problem today? Uh, I would, as we do today, I would, uh, instrument everything with open telemetry because that's generic. Thank you, Ben Siegelman and LightStep for starting that whole open sourcing process, uh, of that thing and, and, um, getting all the vendors to, you know, respect it.Um, and then I would shoot, you know, for my backend, I would choose one of the very many wonderful, uh, you know, uh, distributed tracing vendors of which there are so many, I can't remember, but like LightStep is one honeycomb... you know, there were a bunch of, uh, you know, backend, um, distributed tracing vendors in particular, you know, for that.Uh, what else do you have today? I mean, we could go on for hours on this one, but like, we didn't have distributed logging or we didn't have like logging vendors, you know? So there was no, uh, there was no Splunk, there was no, um, you know, any, any of those, uh, any of the many, uh, distributed log, uh, or centralized logging vendor, uh, vendors.So we didn't have any of those things. We didn't. like caveman, you know, we rent, we, uh, you know, had our own data. We built our own data centers. We racked our own servers. We installed all the OSS in them, you know, uh, by the way, we still do all that because it's way cheaper for us at our scale to do that.But happy to talk about that too. Uh, anyway, but yeah, no, the people who live in, I don't know if this is where you want to go in 2022, the software developer has this massive menu of options. You know, if you only have a credit card, uh, and it doesn't usually cost that much, you can get a lot of stuff done from the cloud vendors, from the software service vendors, et cetera, et cetera.And none of that existed in 2000.[00:18:31] Jeremy: it's really interesting to think about how different, I guess the development world is now. Like, cause you mentioned how cloud wasn't even really a thing until 2006, all these, these vendors that people take for granted. Um, none of them existed. And so it just, uh, it must've been a very, very different time.[00:18:52] Randy: Well, we didn't know. It was every, every year is better than the previous year, you know, in software every year. You know? So at that time we were really excited that we had all the tools and capabilities that, that we did have. Uh, and also, you know, you look back from, you know, 20 years in the future and, uh, you know, it looks caveman, you know, from that perspective.But, uh, it was, you know, all those things were cutting edge at the time. What happened really was the big companies rolled their own, right. Everybody, you know, everybody built their own data centers, rack their own servers. Um, so at least at scale and the best you could hope for the most you could pay anybody else to do is rack your servers for you.You know what I mean? Like there were external people, you know, and they still exist. A lot of them, you know, the Rackspaces you know Equinixes, et cetera of the world. Like they would. Have a co-location facility. Uh, and you, you know, you ask them please, you know, I'd like to buy the, these specific machines and please rack these specific machines for me and connect them up on the network in this particular way.Um, that was the thing you could pay for. Um, but you pretty much couldn't pay them to put software on there for you. That was your job. Um, and then operating. It was also your job, if that makes sense.[00:20:06] Jeremy: and then back then, would that be where. Employees would actually have to go to the data center and then, you know, put in their, their windows CD or their Linux CD and, you know, actually do everything right there.[00:20:18] Randy: Yeah. 100%. Yeah. In fact, um, again, anybody who operates data centers, I mean, there's more automation, but the conceptually, when we run three data centers ourselves at eBay right now, um, and all of our, all of our software runs on them. So like we have physical, we have those physical data centers. We have employees that, uh, physically work in those things, physical.Rack and stack the servers again, we're smarter about it now. Like we buy a whole rack, we roll the whole rack in and cable it, you know, with one big chunk, uh, sound, uh, as distinct from, you know, individual wiring and the networks are different and better. So there's a lot less like individual stuff, but you know, at the end of the day, but yeah, everybody in quotes, everybody at that time was doing that or paying somebody to do exactly that.Right. Yeah.[00:21:05] Jeremy: Yeah. And it's, it's interesting too, that you mentioned that it's still being done by eBay. You said you have three, three data centers. because it seems like now maybe it's just assumed that someone's using a cloud service or using AWS or whatnot. And so, oh, go ahead.[00:21:23] Randy: I was just going to say, well, I'm just going to riff off what you said, how the world has changed. I mean, so much, right? So. Uh, it's fine. You didn't need to say my whole LinkedIn, but like I used to work on Google cloud. So I've been, uh, I've been a cloud vendor, uh, at a bunch of previous companies I've been a cloud consumer, uh, at stitch fix and we work in other places.Um, so I'm fully aware, you know, fully, fully, personally aware of, of all that stuff. But yeah, I mean, there's this, um, you know, eBay is in the, uh, eBay is at the size where it is actually. Cost-effective very, cost-effective, uh, can't tell you more than that, uh, for us to operate our own, um, uh, our own infrastructure, right?So, you know, you know, one would expect if Google didn't operate their own infrastructure, nobody would expect Google to use somebody else's right. Like that, that doesn't make any economic sense. Um, and, uh, you know, Facebook is in the same category. Uh, for a while, Twitter and PayPal have been in that category.So there's like this clap, you know, there are the known hyperscalers, right. You know, the, the Google, Amazon, uh, Microsoft that are like cloud vendors in addition to consumers internally have their own, their own clouds. Um, and then there's a whole class of other, um, places that operate their own internal clouds in quotes.Uh, but don't offer them externally and again, uh, Facebook or Meta, uh, you know, is one example. eBay's another, you know, there's a, I'm making this up. Dropbox actually famously started in the cloud and then found it was much cheaper for them to operate their own infrastructure again, for the particular workloads that they had.Um, so yeah, there's probably, I'm making this up. Let's call it two dozen around the world of these, I'm making this term up many hyperscalers, right? Like self hyperscalers or something like that. And eBay's in that category.[00:23:11] Jeremy: I know this is kind of a, you know, a big what if, but you were saying how once you reach a certain scale, that's when it makes sense to move into your own data center. And, uh, I'm wondering if, if E-bay, had started more recently, like, let's say in the last, you know, 10 years, I wonder if it would've made sense for it to start on a public cloud and then move to, um, you know, its own infrastructure after it got bigger, or if you know, it really did make sense to just start with your own infrastructure from the start.[00:23:44] Randy: Oh, I'm so glad you asked that. Um, the, the answer is obvious, but like, I'm so glad you asked that because I love to make this point. No one should ever, ever start by building your own servers and your own (laughs) cloud. Like, No, there's be, uh, you should be so lucky (laughs) after years and years and years that you outgrow the cloud vendors.Right. Um, it happens, but it doesn't happen that often, you know, it happens so rarely that people write articles about it when it happens. Do you know what I mean? Like Dropbox is a good example. So yes, 100% anytime. Where are we? 2022. Any time in, more than the last 10 years? Um, yeah, let's call it. Let's call it 2010, 2012.Right. Um, when cloud had proved itself over and you know, many times over, um, anybody who starts since that time should absolutely start in the public cloud. There's no argument about it. Uh, and again, one should be so lucky that over time, you're seeing successive zeros added to your cloud bill, and it becomes so many zeros that it makes sense to shift your focus toward building and operating your own data centers.That's it. I haven't been part of that transition. I've been the other way, you know, at other places where, you know, I've migrated from owned data centers and colos into, into public cloud. Um, and that's the, that's the more common migration. And again, there are, there are a handful, maybe not even a handful of, uh, companies that have migrated away, but when they do, they've done all the math, right.I mean, uh, Dropbox has done some great, uh, talks and articles about, about their transition and boy, the math makes sense for them. So, yeah.[00:25:30] Jeremy: Yeah. And it also seems like maybe it's for certain types of businesses where moving off of public cloud. Makes sense. Like you mentioned Dropbox where so much of their business is probably centered around storage or centered around, you know, bandwidth and, you know, there's probably certain workloads that it's like need to leave public cloud earlier.[00:25:51] Randy: Um, yeah, I think that's fair. Um, I think that, I think that's a, I think that's an insightful comment. Again, it's all about the economics at some point, you know, it's a big investment to, uh, uh, and it takes years to develop the intern, forget the money that you're paying people, but like just to develop the internal capabilities.So they're very specialized skill sets around building an operating data centers. So like it's a big deal. Um, and, uh, yeah. So are there particular classes of workloads where you would for the same dollar figure or whatever, uh, migrate earlier or later? I'm sure that's probably true. And again, what can absolutely imagine?Well, when they say Dropbox in this example, um, yeah, it's because like they, they need to go direct to the storage. And then, I mean, like, they want to remove every middle person, you know, from the flow of the bytes that are coming into the storage media. Um, and it makes perfect sense for, for them. And when I understood what they were doing, which was a number of years ago, they were hybrid, right. So they had, they had completely, you know, they kept the top, you know, external layer, uh, in public cloud. And then the, the storage layer was all custom. I don't know what they do today, but people could check.[00:27:07] Jeremy: And I'm kind of coming back to your, your first time at eBay. is there anything you felt that you would've done differently with the knowledge you have now?but with the technology that existed, then.[00:27:25] Randy: Gosh, that's the 20, 20 hindsight. Um, the one that comes to mind is the one we touched on a little bit, but I'll say it more starkly, the. If I could, if I could go back in time 20 years and say, Hey, we're about to do this V3 transition at eBay. I would not. I would have had us move directly to what we would now call microservices in the sense that individual services own their own data storage and are only interacted with through the public interface.Um, there's a famous Amazon memo around that same time. So Amazon did the transition from a monolith into what we would now call microservices over about a four or five-year period, 2000 to 2005. And there was a famous Jeff Bezos memo from the early part of that, where, you know, seven, you know, requirements I can't remember them, but you know, essentially it was, you may, you may, you may never, you may never talk to anybody else's database. You may only interact with other services through their public interfaces. I don't care what those public interfaces are, so they didn't standardize around. You know, CORBA or JSON or GRPC, which didn't exist at the time, you know, like they didn't standardize around any, any particular, uh, interaction mechanism, but you did need to again, have this kind of microservice capability, that's modern terminology, um, uh, where, you know, the only services own their own data and nobody can talk in the back door.So that is the one architectural thing that I wish, you know, with 2020 hindsight, uh, that I would bring back in my time travel to 20 years ago, because that would help. That does help a lot. And to be fair, Amazon, um, Amazon was, um, pioneering in that approach and a lot of people internally and externally from Amazon, I'm told, didn't think it would work, uh, and it, and it did famously.So that's, that's the thing I would do.[00:29:30] Jeremy: Yeah. I'm glad you brought that up because, when you had mentioned that, I think you said there were 220 applications or something like that at certain scales, people might think like, oh, that sounds like microservices to me. But when you, you mentioned that microservice to you means it having its own data store.I think that's a good distinction.[00:29:52] Randy: Yeah. So, um, I talk a lot about microservices that have for, for a decade or so. Yeah. I mean, several of the distinguishing characteristics are the micro in microservices is size and scope of the interface, right? So you can have a service oriented architecture with one big service, um, or some very small number of very large services.But the micro in microservice means this thing does, maybe it doesn't have one operation, but it doesn't have a thousand. The several or the handful or several handfuls of operations are all about this one particular thing. So that's the one part of it. And then the other part of it that is critical to the success of that is owning the, owning your own data storage.Um, so each service, you know, again, uh, it's hard to do this with a diagram, but like imagine, imagine the bubble of the service surrounding the data storage, right? So like people, anybody from the outside, whether they're interacting synchronously, asynchronously, messaging, synchronous, whatever HTTP doesn't matter are only interacting to the bubble and never getting inside where the, uh, where the data is I hope that makes sense.[00:31:04] Jeremy: Yeah. I mean, I mean, it's a kind of in direct contrast to before you're talking about how you had all these databases that all of these services shared. So it was probably hard to kind of keep track of, um, who had modified data. Um, you know, one service could modify it, then another service control to get data out and it's been changed, but it didn't change it.So it could be kind of hard to track what's going on.[00:31:28] Randy: Yeah, exactly. Inner integration at the database level is something that people have been doing since probably the 1980s. Um, and so again, I, you know, in retrospect it looks like caveman approach. Uh, it was pretty advanced at the time, actually, even the idea of sharding of, you know, Hey, there are users and the users live in databases, but they don't all live in the same one.Uh, they live in 10 different databases or 20 different databases. And then there's this layer that. For this particular user, it figures out which of the 20 databases it's in and finds it and gets it back. And, um, you know, that was all pretty advanced. And by the way, that's all those capabilities still exist.They're just hidden from everybody behind, you know, nice, simple, uh, software as a service, uh, interfaces anyway, but that takes nothing away from your excellent point, which is, yeah. It's, you know, when you're, again, when there's many to many to relations, when there is this many to many relationship between, um, uh, applications and databases, uh, and there's shared mutable state in those databases that when is shared, like that's bad, you know, it's not bad to have state.It's not bad to have mutable state it's bad to have shared beautiful state.[00:32:41] Jeremy: Yeah. And I think anybody who's kind of interested in learning more about the, you had talked about sharding and things like that. If they go back and listen to your, your first appearance on software engineering radio, um, yeah. It kind of struck me how you were talking about sharding and how it was something that was kind of unique or unusual.Whereas today it feels like it's very, I don't know, if quaint is the right word, but it's like, um, it's something that, that people kind of are accustomed to now.[00:33:09] Randy: Yeah. Yeah. Um, it's obvious. Um, it seems obvious in retrospect. Yeah. You know, at the time, and by the way, he didn't invent charting. As I said, in 2007, you know, Google and Yahoo and, uh, Amazon, and, you know, it was the obvious, it took a while to reach it, but it's one of those things where once, once people have the, you know, brainwave to see, oh, you know what, we don't actually have to stop store this in one, uh, database.We can, we can chop that database up into, you know, into chunks. And that, that looks similar to that herself similar. Um, yeah, that was, uh, that was, uh, that was reinvented by lots of, uh, Lots of the big companies at the same time again, because everybody was solving that same problem at the same time. Um, but yeah, when you look back and you, I mean, like, and honestly, like everything that I said there, it's still like this, all the techniques about how you shard things.And there's lots of, you know, it's not interesting anymore because the problems have been solved, but all those solutions are still the solutions, if that makes any sense, but you know,[00:34:09] Jeremy: Yeah, for sure. I mean, I think anybody who goes back and listens to it. Yeah. Like you said, it's, it's, it's very interesting because it's. it all still applies and it's like, I think the, the solutions that are kind of interesting to me are ones where it's, it's things that could have been implemented long ago, but we just later on realized like, this is how we could do it.[00:34:31] Randy: Well part of it is, as we grow as an industry, we just, we discover new problems. You know, we, we get to the point where, you know, sharding over databases has only a problem when one database doesn't work. You know, when it, when you're the load that you put on that database is too big, or you want the availability of, you know, multiple.Um, and so that's not a, that's not a day one problem, right? That's a day two or day 2000 and kind of problem. Right. Um, and so a lot of these things, yeah, well, you know, it's software. So like we could have done, we could have done any of these things in older languages and older operating systems and with older technology.But for the most part, we didn't have those problems or we didn't have them at sufficiently enough. People didn't have the problem that we, you know, um, for us to have solved it as an industry, if that makes any sense.[00:35:30] Jeremy: yeah, no, that's a good point because you think about when Amazon first started and it was just a bookstore, right. And the number of people using the site where, uh, who knows it was, it might've been tens a day or hundreds a day. I don't, I don't know. And, and so, like you said, the problems that Amazon has now in terms of scale are just like, it's a completely different world than when they started.[00:35:52] Randy: Yeah. I mean, probably I'm making it up, but I don't think that's too off to say that it's a billion times more, their problems are a billion fold. You know, what they, what they were[00:36:05] Jeremy: the next thing I'd like to talk about is you came back to eBay I think about has it been about two years ago.[00:36:14] Randy: Two years yeah.[00:36:15] Jeremy: Yeah. And, and so, so tell me about the experience of coming back to an organization that you had been at, you know, 10 years prior or however long it was like, how is your onboarding different when it's somewhere you've been before?[00:36:31] Randy: Yeah. Sure. So, um, like, like you said, I worked at eBay from 2004 to 2011. Um, and I worked in a different role than I have today. I've worked mostly on eBay search engine. Um, and then, uh, I left to co-found a startup, which was in the 99%. So the one, you know, like didn't really do much. Uh, I joined, I worked at Google in the early days of Google cloud, as I mentioned on Google app engine and had a bunch of other roles including more recently, like you said, stitch fix and we work, um, leading those engineering teams.And, um, so yeah, coming back to eBay as chief architect and, and, you know, leading. Developer platform, essentially a part of eBay. Um, yeah. What was the onboarding like? I mean, lots of things had changed, you know, in the, in the intervening 10 years or so. Uh, and lots had stayed the same, you know, not in a bad way, but just, you know, uh, some of the technologies that we use today are still some of the technologies we used 10 years ago, a lot has changed though.Um, a bunch of the people are still around. So there's something about eBay that, um, people tend to stay a long time. You know, it's not really very strange for people to be at eBay for 20 years. Um, in my particular team of let's call it 150, there are four or five people that have crossed their 20 year anniversary at the company.Um, and I also re I rejoined with a bunch of other boomerangs as the term we use internally. So it's, you know, the, um, including the CEO, by the way. So sort of bringing the band back together, a bunch of people that had gone off and worked at it, but at other places have, have come back for various reasons over the last couple of.So it was both a lot of familiarity, a lot of unfamiliarity, a lot of familiar faces. Um, yup.[00:38:17] Jeremy: So, I mean, having these people who you work with still be there and actually coming back with some of those people, um, what were some of the big, I guess, advantages or benefits you got from, you know, those existing connections?[00:38:33] Randy: Yeah. Well, I mean, as with all things, you know, imagine, I mean, everybody can imagine like getting back together with friends that they had from high school or university, or like you had some people had some schooling at some point and like you get back together with those friends and there's this, you know, there's this implicit trust in most situations of, you know, because you went through a bunch of stuff together and you knew each other, uh, you know, a long time.And so that definitely helps, you know, when you're returning to a place where again, there are a lot of familiar faces where there's a lot of trust built up. Um, and then it's also helpful, you know, eBay's a pretty complicated place and it's 10 years ago, it was too big to hold in any one person's head and it's even harder to hold it in one person said now, but to be able to come back and have a little bit of that, well, more than a little bit of that context about, okay, here's how eBay works.And here, you know, here are the, you know, unique complexities of the marketplace cause it's very unique, you know, um, uh, in the world. Um, and so, yeah, no, I mean, it was helpful. It's helpful a lot. And then also, you know, in my current role, um, uh, my, my main goal actually is to just make all of eBay better, you know, so we have about 4,000 engineers and, you know, my team's job is to make all of them better and more productive and more successful and, uh, being able to combine.Knowing what eBay, knowing the context about eBay and having a bunch of connections to the people that, you know, a bunch of the leaders there, uh, here, um, combining that with 10 years of experience doing other things at other places, you know, that's helpful because you know, now there are things that we do at eBay that, okay, well there, you know, you know, that this other place is doing, this has that same problem and is solving it in a different way.And so maybe we should, you know, look into that option. So,[00:40:19] Jeremy: so, so you mentioned just trying to make developers, work or lives easier. you start the job. How do you decide what to tackle first? Like how do you figure out where the problems are or what to do next?[00:40:32] Randy: yeah, that's a great question. Um, so, uh, again, my, uh, I lead this thing that we internally called the velocity initiative, which is about just making us, giving us the ability to deliver. Features and bug fixes more quickly to customers. Right. And, um, so what do I figure for that problem? How can we deliver things more quickly to customers and improve, you know, get more customer value and business value?Uh, what I did, uh, with, in collaboration with a bunch of people is what one would call a value stream map. And that's a term from lean software and lean manufacturing, where you just look end to end at a process and like say all the steps and how long those steps take. So a value stream, as you can imagine, like all these steps that are happening at the end, there's some value, right?Like we produced some, you know, feature or, you know, hopefully gotten some revenue or like helped out the customer and the business in some way. And so value, you know, mapping that value stream. That's what it means. And, um, Looking for you look at that. And when you can see the end-to-end process, you know, and like really see it in some kind of diagram, uh, you can look for opportunities like, oh, okay, well, you know, if it takes us, I'm making this effort, it takes us a week from when we have an idea to when it shows up on the site.Well, you know, some of those steps take five minutes. That's not worth optimizing, but some of those steps take, you know, five days and that is worth optimizing. And so, um, getting some visibility into the system, you know, looking end to end with some, with a kind of view of the system systems thinking, uh, that will give you the, uh, the knowledge about, or the opportunities about we know what can be improved.And so that's, that's what we did. And we didn't talk with all 4,000, you know, uh, engineers are all, you know, whatever, half a thousand teams or whatever we had. Um, but we sampled. And after we talked with three teams who were already hearing a bunch of the same things, you know, so we were hearing in the whole product life cycle, which I like to divide into four stages.I'd like to say, there's planning. How does an idea become a project or a thing that people work on a software development? How does a project or become committed code software delivery? How does committed code become a feature that people actually use? And then what I call post release iteration, which is okay, it's now there are out there on the site and we're turning it on and off for individual users.We're learning in analytics and usage in the real world and, and experimenting. And so there were opportunities that eBay at all, four of those stages, um, which I'm happy to talk about, but what we ended up seeing again and again, uh, is that that software delivery part was our current bottleneck. So again, that's the, how long does it take from an engineer when she commits her code to, it shows up as a feature on the site.And, you know, before we started the work. You know, two years ago before we started the work that I've been doing for the last two years with a bunch of people, um, on average and eBay was like a week and a half. So, you know, it'd be a week and a half between when someone's finished and then, okay. It gets code reviewed and, you know, dot, dot, dot it gets rolled out.It gets tested, you know, all that stuff. Um, it was, you know, essentially 10 days. And now for the teams that we've been working with, uh, it's down to two. So we used a lot of, um, what people may be familiar with, uh, the accelerate book. So it's called accelerate by Nicole Forsgren. Um, Jez humble and Gene Kim, uh, 2018, like if there's one book anybody should read about software engineering, it's that?Uh, so please read accelerate. Um, it summarizes almost a decade of research from the state of DevOps reports, um, which the three people that I mentioned led. So Nicole Forsgren, you know, is, uh, is a doctor, uh, you know, she's a PhD and, uh, data science. She knows how to do all this stuff. Um, anyway, so, uh, that when your, when your problem happens to be software delivery.The accelerate book tells you all the kind of continuous delivery techniques, trunk based development, uh, all sorts of stuff that you can do to, to solve that, uh, solve those problems. And then there are also four metrics that they use to measure the effectiveness of an organization, software delivery. So people might be familiar with, uh, there's deployment frequency.How often are we deploying a particular application lead time for change? That's that time from when a developer commits her code to when it shows up on the site, uh, change failure rate, which is when we deploy code, how often do we roll it back or hot fix it, or, you know, there's some problem that we need to, you know, address.Um, and then, uh, meantime to re uh, meantime to restore, which is when we have one of those incidents or problems, how, how quickly can we, uh, roll it back or do that hot fix? Um, and again, the beauty of Nicole Forsgren research summarized in the accelerate book is that the science shows that companies cluster, in other words, Mostly the organizations that are not good at, you know, deployment frequency and lead time are also not good at the quality metrics of, uh, meantime to restore and change failure rate and the companies that are excellent at, you know, uh, deployment frequency and lead time are also excellent at meantime, to recover and, uh, change failure rate.Um, so companies or organizations, uh, divided into these four categories. So there's a low performers, medium performers, high performers, and then elite performers. And, uh, eBay was solidly eBay on average at the time. And still on average is solidly in that medium performer category. So, uh, and what we've been able to do with the teams that we've been working with is we've been able to move those teams to the high category.So just super brief. Uh, and I w we'll give you a chance to ask you some more questions, but like in the low category, all those things are kind of measured in months, right. So how long, how often are we deploying, you know, measure that in months? How long does it take us to get a commit to the site? You know, measure that in months, you know, um, where, and then the low performer, sorry.Uh, the medium performers are like, everything's measured in weeks, right? So like, if we were deploy, you know, couple, you know, once every couple of weeks or once a week, uh, lead time is measured in weeks, et cetera. The, uh, the high-performers things are measured in days and the elite performance things are measured in hours.And so you can see there's like order of magnitude improvements when you go from, you know, when you move from one of those kind of clusters to another cluster. Anyway. So what we were focused on again, because our problem was software delivery was moving a whole, a whole set of teams from that medium performer category where things are measured in weeks to the, uh, high-performer category, where things are missing.[00:47:21] Jeremy: throughout all this, you said the, the big thing that you focused on was the delivery time. So somebody wrote code and, they felt that it was ready for deployment, but for some reason it took 10 days to actually get out to the actual site. So I wonder if you could talk a little bit about, uh, maybe a specific team or a specific application, where, where, where was that time being spent?You know, you, you said you moved from 10 days to two days. What, what was happening in the meantime?[00:47:49] Randy: Yeah, no, that's a great question. Thank you. Um, yeah, so, uh, okay, so now, so we, we, we looked end to end of the process and we found that software delivery was the first place to focus, and then there are other issues in other areas, but we'll get to them later. Um, so then for, um, to improve software delivery, now we asked individual teams, we, we, we did something like, um, you know, some conversation like I'm about to say, so we said, hi, it looks like you're deploying kind of once or twice.If I, if I told you, you had to deploy once a day, tell me all the reasons why that's not going to work. And the teams are like, oh, of course, well, it's a build times take too long. And the deployments aren't automated and you know, our testing is flaky. So we have to retry it all the time and, you know, dot, dot, dot, dot, dot.And we said, great, you just gave my team, our backlog. Right. So rather than, you know, just coming and like, let's complain about it. Um, which the teams work it's legit for them to complain. Uh, I was a, you know, we were able, because again, the developer program or sorry, the developer platform, you know, is as part of my team, uh, we said, great, like you just gave us, you just told us all the, all your top, uh, issues or your impediments, as we say, um, and we're going to work on them with you.And so every time we had some idea about, well, I bet we can use Canary deployments to automate the deployment which we have now done. We would pilot that with a bunch of teams, we'd learn what works and doesn't work. And then we would roll that out to everybody. Um, So what were the impediments like? It was a little bit different for each individual team, but in some, it was, uh, the things we ended up focusing on or have been focusing on our build times, you know, so we build everything in Java still.Um, and, uh, even though we're generation five, as opposed to that generation three that I mentioned, um, still build times for a lot of applications we're taking way too long. And so we, we spend a bunch of time improving those things and we were able to take stuff from, you know, hours down to, you know, single digit minutes.So that's a huge improvement to developer productivity. Um, we made a lot of investment in our continuous delivery pipelines. Um, so making all the, making all the automation around, you know, deploying something to one environment and checking it there and then deploying it into a common staging environment and checking it there and then deploying it from there into the production environment.And, um, and then, you know, rolling it out via this Canary mechanism. We invested a lot in something that we call traffic mirroring, which is a, we didn't invent. Other T other places have a different name for this? I don't know if there's a standard industry name. Some people call it shadowing, but the idea is I have a change that I'm making, which is not intended to change the behavior.Like a lots of changes that we make, bug fixes, et cetera, uh, upgrading to new, you know, open source, dependencies, whatever, changing the version of the framework. There's a bunch of changes that we make regularly day-to-day as developers, which are like, refactorings kind of where we're not actually intending to change the behavior.And so a tra traffic mirroring was our idea of. You have the old code that's running in production and you, and you fire a request, a production request at that old code and it responds, but then you also fire that request at the new version and compare the results, you know, did the same, Jason come back, you know, between the old version and the new version.Um, and that's, that's a great way kind of from the outside to sort of black box detect any unintended changes in the, in the behavior. And so we definitely leveraged that very, very aggressively. Um, we've invested in a bunch of other bunch of other things, but, but all those investments are driven by what does the team, what do the particular teams tell us are getting in their way?And there are a bunch of things that the teams themselves have, you know, been motivated to do. So my team's not the only one that's making improvements. You know, teams have. Reoriented, uh, moved, moved from branching development to trunk based development, which makes a big difference. Um, making sure that, uh, PR approvals and like, um, you know, code reviews are happening much more regularly.So like right after, you know, a thing that some teams have started doing is like immediately after standup in the morning, everybody does all the code reviews that you know, are waiting. And so things don't drag on for, you know, two, three days, cause whatever. Um, so there's just like a, you know, everybody kind of works on that much more quickly.Um, teams are building their own automations for things like testing site speed and accessibility and all sorts of stuff. So like all the, all the things that, you know, a team goes through in the development and roll out of their software, they were been spending a lot of time automating and making, making a leaner, making more efficient.[00:52:22] Jeremy: So, so some of those, it sounds like the PR example is really, on the team. Like you're, you're telling them like, Hey, this is something that you internally should change how you work. for things like improving the build time and things like that. Did you have like a separate team that was helping these teams, you know, speed that process up? Or what, what was that [00:52:46] Randy: like?Yeah. Great. I mean, and you did give to those two examples are, are like you say, very different. So I'm going to start from, we just simply showed everybody. Here's your deployment frequency for this application? Here's your lead time for this application? Here's your change failure rate. And here's your meantime to restore.And again, as I didn't mention before. All of the state of DevOps research and the accelerate book prove that by improving those metrics, you get better engineering outcomes and you also get better business outcomes. So like it's scientifically proven that improving those four things matters. Okay. So now we've shown to teams, Hey, you're we would like you to improve, you know, for your own good, but you know, more broadly at eBay, we would like the deployment frequency to be faster.And we would like the lead time to be shorter. And the insight there is when we deploy smaller units of work, when we don't like batch up a week's worth of work, a month's worth of work, uh, it's much, much less risky to just deploy like an hour's worth of work. Right. And the, and the insight is the hours worth of work fits in your head.And if you roll it out and there's an issue. First off rolling backs, no big deal. Cause you only, you know, not, you've only lost an hour of work for a temporary period of time, but also like you never have this thing, like what in the world broke? Cause like with a month's worth of work, there's a lot of things that changed and a lot of stuff that could break, but with an hour's worth of work, it's only like one change that you made.So, you know, when, if something happens, like it's pretty much, pretty much guaranteed to be that thing anyway, that's the back. Uh, that's the backstory. And um, and so yeah, we were just working with individual teams. Oh yeah. So they were, the teams were motivated to like, see what's the biggest bang for the buck in order to improve those things.Like how can we improve those things? And again, some teams were saying, well, you know what, a huge component of our, of that lead time between when somebody commits and it's, it's a feature on the site, a huge percentage of that. Maybe multiple days, it's like waiting for somebody to code review. Okay, great.We can just change our team kind of agreements and our team behavior to make that happen. And then yes, to answer your question about. Were the other things like building the Canary capability and traffic mirroring and build time improvements. Those were done by central, uh, platform and infrastructure teams, you know, some of which were in my group and some of which are in peer peer groups, uh, in, in my part of the organization.So, yeah, so I mean like providing the generic tools and, you know, generic capabilities, those are absolutely things that a platform organization does. Like that's our job. Um, and you know, we did it. And, uh, and then there are a bunch of other things like that around kind of team behavior and how you approach building a particular application that are, are, and should be completely in the control of the individual teams.And we were trying not to be, not trying not to be, we were definitely not being super prescriptive. Like we didn't come in and we say, we didn't come in and say, alright, by next, by next Tuesday, we want you to be doing trunk based development by, you know, the Tuesday after that, we want to see test-driven development, you know, dot, dot, Um, we would just offer to teams, you know, hear it.Here's where you are. Here's where we know you can get, because like we work with other teams and we've seen that they can get there. Um, you know, they just work together on, well, what's the biggest bang for the buck and what would be most helpful for that team? So it's like a menu of options and you don't have to take everything off the menu, if that makes sense.[00:56:10] Jeremy: And, and how did that communication flow from you and your team down to the individual contributor? Like you have, I'm assuming you have engineering managers and technical leads and all these people sort of in the chain. How does it[00:56:24] Randy: Yeah, thanks for asking that. Yeah. I didn't really say how we work as an initiative. So every, um, so there are a bunch of teams that are involved. Um, and we have, uh, every Monday morning, so, uh, just so happens. It's late Monday morning today. So we already did this a couple of hours ago, but once a week we get all the teams that are involved, both like the platform kind of provider teams and also the product.Or we would say domain like consumer teams. And we do a quick scrum of scrums, like a big old kind of stand up. What have you all done this week? What are you working on next week? What are you blocked by kind of idea. And, you know, there are probably 20 or 30 teams again, across the individual platform capabilities and across the teams that, you know, uh, consume this stuff and everybody gives a quick update and they, and, uh, it's a great opportunity for people to say, oh, I have that same problem too.Maybe we should offline try to figure out how to solve that together. You built a tool that automates the site speed stuff. That's great. I would S I would so love to have that. And, um, so it, uh, this weekly meeting has been a great opportunity for us to share wins, share, um, you know, help that people need and then get, uh, get teams to help with each other.And also, similarly, one of the platform teams would say something like, Hey, we're about to be done or beta, let's say, you know, this new Canary capability, I'm making this up. Anybody wanna pilot that for us? And then you get a bunch of hands raised of yo, we would be very happy to pilot that that would be great.Um, so that's how we communicate back and forth. And, you know, it's a big enough. It's kind of like engineering managers are kind of are the kind of level that are involved in that typically. Um, so it's not individual developers, but it's like somebody on most, every team, if that makes any sense. So like, that's kind of how we do that, that like communication, uh, back to the individual developers.If that makes sense.[00:58:26] Jeremy: Yeah. So it sounds like you would have, like you said, the engineering manager go to the standup and um, you said maybe 20 to 30 teams, or like, I'm just trying to get a picture for how many people are in this meeting.[00:58:39] Randy: Yeah. It's like 30 or 40 people.[00:58:41] Jeremy: Okay. Yeah.[00:58:42] Randy: And again, it's quick, right? It's an hour. So we just go, boom, boom, boom, boom. And we've just developed a cadence of people. We have a shared Google doc and like people like write their little summaries, you know, of what they're, what they've worked on and what they're working on.So we've over time made it so that it's pretty efficient with people's time. And. Pretty dense in a good way of like information flow, back and forth. Um, and then also separately, we meet more in more detail with the individual teams that are involved. Again, try to elicit, okay, now, where are you now?Here's where you are. Please let us know what problems you're seeing with this part of the infrastructure or problems you're seeing in the pipelines or something like that. And we're, you know, we're constantly trying to learn and get better and, you know, solicit feedback from teams on what we can do differently.[00:59:29] Jeremy: earlier you had talked a little bit about how there were a few services that got brought over from V2 or V3, basically kind of more legacy or older services that are, have been a part of eBay for quite some time.And I was wondering if there were things about those services that made this process different, like, you know, in terms of how often you could deploy or, um, just what were some key differences between something that was made recently versus something that has been with the company for a long time?[01:00:06] Randy: Yeah, sure. I mean, the stuff that's been with the company for a long time was best in class. As of when we built it, you know, maybe 15 and sometimes 20 years ago. Um, there actually, I wouldn't even less than a handful. There are, as we speak, there are two or three of those V3. Uh, clusters or applications or services still around and they should be gone in a completely migrated away from, in the next a couple of months.So like, we're almost at the end of, um, you know, uh, moving all to more modern things. But yeah, you know, I mean, again, uh, stuff that was state-of-the-art, you know, 20 years ago, which was like deploying things once every two weeks, like that was a big deal in 2000 or 2004. Uh, and it's, you know, like that was fast in 2004 and is slow in 2022.So, um, yeah, I mean, what's the difference? Um, yeah, I mean, a lot of these things, you know, if they haven't already been migrated, there's a reason. And it's because often that they're way in the guts of something that's really important. You know, this is the, this is a core part. I'm making these examples up and they're not even right, but like it's a core part of the payments flow.It's a core part of, you know, uh, how, uh, sellers get paid. And those aren't examples. We have, those are modern, but you see what I'm saying? Like stuff that's like really core to the business and that's why it's kind of lasted.[01:01:34] Jeremy: And, uh, I'm kind of curious from the perspective of some of these new things you're introducing, like you're talking about, um, improving continuous delivery and things like that. Uh, when you're working with some of these services that have been around a long time, are the teams the rate at which they deploy or the rate at which you find defects is that noticeably different from services that are more recent?[01:02:04] Randy: I mean, and that's true of any legacy at any, at any place. Right? So, um, yeah, I mean, people are legitimately, uh, I have some trepidation that say about, you know, changing something that's

You know Soros and Steyer, Buffett and Bloomberg, but you may not be familiar with one of the most important left-of-center billionaires of all: Pierre Omidyar, the founder of eBay. Through vehicles such as the Democracy Fund and its affiliated “social welfare” Democracy Fund Voice, Omidyar supports left-of-center and anti-populist causes to the tune of millions of dollars per year that are increasingly in alignment with the Democratic Party. Joining me to discuss Omidyar and his advocacy philanthropy is my Capital Research Center colleague Hayden Ludwig, who has written a five-part series for CapitalResearch.org on Omidyar's Political Machine. Links: https://capitalresearch.org/article/omidyars-political-machine-part-1/ https://www.influencewatch.org/non-profit/omidyar-nexus/ https://www.influencewatch.org/non-profit/democracy-fund/ https://www.influencewatch.org/non-profit/democracy-fund-voice/ Follow our socials: • Facebook: https://www.facebook.com/capitalresearchcenter • Twitter: https://twitter.com/capitalresearch • Instagram: https://www.instagram.com/capitalresearchcenter • YouTube: https://bit.ly/CRCYouTube • Rumble: https://rumble.com/capitalresearch • Gettr: https://gettr.com/user/capitalresearch

Zu Beginn der Dotcom-Ära hat ein Techie im Silicon Valley eine gute Idee – und startet die erste E-Commerce-Website der Welt, mit ganz einfachen Mitteln. Gebrauchte Lunchboxes, Fußballtrikots mit Autogrammen, gebrauchte Kinderwägen? All das lässt sich auf AuctionWeb ersteigern und die Site geht bald durch die Decke.Allerdings ist sie vom Gründer Pierre Omidyar selbstgebastelt. Und als sie schon eBay heißt und Millionen Nutzerinnen und Nutzer sich dort tummeln, stoßen Technik und Infrastruktur bald an ihre Grenzen. Als die neue Geschäftsführerin die Sache wieder in den Griff bekommt, zieht schon das nächste Problem herauf: Es fehlt eine schnelle und einfache Zahlungsabwicklung.Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://art19.com/privacy. Die Datenschutzrichtlinien für Kalifornien sind unter https://art19.com/privacy#do-not-sell-my-info abrufbar.

Subscribe to Bad Faith on Patreon to instantly unlock this episode and our entire premium episode library: http://patreon.com/badfaithpodcast  Briahna speaks to Pulitzer Prize-winning journalist Glenn Greenwald about the relationship between billionaires and the media. Will Elon Musk buying Twitter benefit the platform, or are free speech advocates overly optimistic about the valence of his prospective influence? How did Glenn safeguard editorial independence as he co-founded The Intercept with eBay billionaire Pierre Omidyar's funding, and what happened when that independence lapsed? What does Glenn make of the recent Vanity Fair piece alleging that Peter Thiel is attempting to fund the "post left," and does one need to be consciously "bought off" to advance the interests of tech billionaires? Are the incentives set by the algorithm enough to lead even the best intentioned person astray? Also, we discuss the recent controversy over Washington Post journalist Taylor Lorenz's viral article about Libs of TikTok. What does Glenn make of arguments that he's the one who doxxed the account owner, not Taylor? And what does he make of accusations that he is unfairly targeting Taylor for criticism? Subscribe to Bad Faith on YouTube to access our full video library. Find Bad Faith on Twitter (@badfaithpod)and Instagram (@badfaithpod). Produced by Armand Aviram. Theme by Nick Thorburn (@nickfromislands).  

No matter which industry you are in, his day-to-day tools for success, strategic planning, and tips for creating multiple profitable and sustainable businesses, can help you grow. You will learn how to leverage your strengths and learn why  there is still plenty of time to get into this sector With over 25 years of entrepreneurial experience and two founded companies to add to that, the advice today will be endless.Jesson has been at the forefront of the energy industry since 1995. He has co-founded two companies since then, Fulcrom Energy and Energy Orge. At Energy Ogre, he has helped over 100,000 Texans save up to 40% on their electricity bills, over $150M since its founding while continuing to create innovation in the energy sector. Renewable energy is a topic that dominates headlines around the industry, and the answer to addressing long-term energy demands lies in this technology. However, where are we currently, and more importantly how do we get to 100% renewable energy as a country?• Why the Energy Sector is a Great Place to be an entrepreneur?• What Energy Innovations are Driving the Future?• Demand Management and Control - What Makes the Lights Come on?• Energy Efficient Smart Home Tech - Consumers Taking Energy into their HandWelcome to Episode #189 on That Entrepreneur Show - Each week since 2019, the founder of a company or brand shares what worked for them, what they needed to improve on, and all of their learning lessons along the way. This week's spotlight story is Pierre Omidyar.Guest WebsiteCompany WebsiteListen to all episodes here: https://ThatEntrepreneurShow.Buzzsprout.comWebsite:  https://www.VincentALanci.com/InstagramFacebookTwitterLinkedInFor Digital Editing Inquiries and Potential Podcast Guests: Email: PodcastsByLanci@Gmail.comHost Name: Vincent A. LanciYouTubeInstagramAdventure by MusicbyAden | https://soundcloud.com/musicbyadenHappy | https://soundcloud.com/morning-kulishow/happy-background-music-no-copyright-fun-royalty-free-music-free-download

A Forbes 30 Under 30 Awardee, Former Engineer, Startup Advisor, and so much more.Rachel Carpenter is the founder and CEO of Intrinio. Intrinio is a financial data platform focused on modernizing the supply chain for financial data, and making data easier for fintech developers who are defining the future of finance. This week's spotlight story covers The Women Entrepreneurs Finance Initiative (We-Fi).She shares how being micromanaged let her to entrepreneurship, key learning experiences that can relate to your endeavors, and much more.  Carpenter also helps those wishing to scale internationally. It is a huge step, and Carpenter is here to help with tips including regulatory and accounting differences.Welcome to Episode #188 on That Entrepreneur Show - Each week since 2019, the founder of a company or brand shares what worked for them, what they needed to improve on, and all of their learning lessons along the way. This week's spotlight story is Pierre Omidyar.As Co-Founder and CEO of Intrinio, I'm leading my team in an effort to reinvent the financial data supply chain. On our platform you can access fast, accurate, and affordable financial data through a powerful, easy to use API and marketplace. Software developers, financial innovators, analysts, educators, institutions, & startups are building tomorrow's innovations with our data (websites, software, terminals, mobile apps, algorithms & more). The future of fintech is "Powered by Intrinio". Guest LinkedInCompany WebsiteListen to all episodes here: https://ThatEntrepreneurShow.Buzzsprout.comWebsite:  https://www.VincentALanci.com/InstagramFacebookTwitterLinkedInFor Digital Editing Inquiries and Potential Podcast Guests: Email: PodcastsByLanci@Gmail.comHost Name: Vincent A. LanciYouTubeInstagramAdventure by MusicbyAden | https://soundcloud.com/musicbyadenHappy | https://soundcloud.com/morning-kulishow/happy-background-music-no-copyright-fun-royalty-free-music-free-downloadSpotlight Story Source: https://we-fi.org/ 

How do you get past fear and anxiety to go after what you want?How do you even figure out what you want?How do you set a goal and stick to it?How do you overcome negative thoughts and behavior patterns? Tune-In to Find Out.Focused for the first time on her own happiness, Morgan moved across the country and started over in Los Angeles. She began building her life coaching business, working with individuals to create holistically fulfilling lives and families to increase communication and harmony. This gave her the confidence to embrace her earliest passion for singing and make music to help people move. Morgan is currently working on her debut pop EP, Ele.mental.Welcome to Episode #187 on That Entrepreneur Show - Each week since 2019, the founder of a company or brand shares what worked for them, what they needed to improve on, and all of their learning lessons along the way. This week's spotlight story is Pierre Omidyar.Morgan Beard has dedicated her life to using creativity to heal and empower. Managing depression and anxiety since age 13 made personal development a non-negotiable. She received her BA in Visual and Media Studies from Duke University in 2012 and her MPS in Art Therapy from the School of Visual Arts in New York City in 2017. As an art therapist in New York, she worked in a public elementary school, an adult inpatient psychiatric unit, and a 183-bed nursing home. Her life came to a screeching halt after burning out in pursuit of licensure and entering another major depressive episode.Guest LinkedInArtist WebsiteCompany WebsiteListen to all episodes here: https://ThatEntrepreneurShow.Buzzsprout.comWebsite:  https://www.VincentALanci.com/InstagramFacebookTwitterLinkedInFor Digital Editing Inquiries and Potential Podcast Guests: Email: PodcastsByLanci@Gmail.comHost Name: Vincent A. LanciYouTubeInstagramAdventure by MusicbyAden | https://soundcloud.com/musicbyadenHappy | https://soundcloud.com/morning-kulishow/happy-background-music-no-copyright-fun-royalty-free-music-free-download

En los albores de la era de las puntocom, un fanático de la tecnología de Silicon Valley en una venganza personal lanza el primer sitio de comercio electrónico del mundo. ¿Loncheras antiguas? ¿Guitarras de segunda mano? ¿Autógrafos de celebridades de segunda? Todo encuentra un hogar en AuctionWeb, y en poco tiempo el crecimiento del sitio se dispara.Pero el fundador Pierre Omidyar no está preparado para los desafíos de infraestructura que conlleva convertir su proyecto favorito en una empresa real. Los apagones y las interrupciones del sitio pronto siguen, lo que aumenta la ira de los clientes. Y sin una forma de cerrar transacciones en línea, AuctionWeb podría estar condenado antes de que despegue.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Combining his financial experience with major firms, this Forbes 30 Under 30 Recipient has founded three companies. For the first time, the show stops in Hawaii to sit down with serial entrepreneur Matt Feldman. His latest company, Moku Foods has been getting in the press being featured as the top mushroom jerky in Bon Appetit.  With a lean team and the daily grind being so intense, Matt Feldman is displaying his leadership skills day in and out.Welcome to Episode #187 on That Entrepreneur Show - Each week since 2019, the founder of a company or brand shares what worked for them, what they needed to improve on, and all of their learning lessons along the way. This week's spotlight story is Pierre Omidyar.Matt Feldman's current company is Moku Foods.Jerky is great, but its environmental footprint isn't. So, they created one that captures the texture & flavor of our go-to snack with the power of plants. Whether you're a full vegan or just dabble with meatless Mondays, just one bag is a step in the right direction.His second company, Undorm, was in a new field! This company created an easier way for students in NYC to find affordable and convenient apartments.  -Generated over 500 unique leads and closed 32 rental transactions from June – August  -Expanded the company to multiple cities nationwide where we partnered with local brokeragesFeldman also founded Cinco Terras Specialty Coffee, where he distributed Organic and Fair-Trade coffee beans to mobile food vendors & restaurants in the Greater New York City metropolitan areaAs you can tell, there are learning lessons from many angles coming at you RIGHT NOW.Guest LinkedInListen to all episodes here: https://ThatEntrepreneurShow.Buzzsprout.comWebsite:  https://www.VincentALanci.com/InstagramFacebookTwitterLinkedInFor Digital Editing Inquiries and Potential Podcast Guests: Email: PodcastsByLanci@Gmail.comHost Name: Vincent A. LanciYouTubeInstagramAdventure by MusicbyAden | https://soundcloud.com/musicbyadenHappy | https://soundcloud.com/morning-kulishow/happy-background-music-no-copyright-fun-royalty-free-music-free-downloadSources: Entrepreneur.com, Brainyquote.com

Paula Goldman has been a passionate advocate for the responsible use of technology for her entire career. Since joining Salesforce as its first chief ethical and humane use officer, she's helped the company design and build technology solutions for its customers, with a focus on ethics, fairness, and responsible use. In this episode, Paula joins hosts Sam and Shervin to discuss her specific role leading the ethical development of technology solutions, as well as the role technology companies play in society at large. Read the episode transcript here. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the coordinating producers are Allison Ryder and Sophie Rüdinger. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders. Read more about our show and follow along with the series at https://sloanreview.mit.edu/ai. Guest bio: Paula Goldman is Salesforce's first chief ethical and humane use officer. In her role, she leads Salesforce in creating a framework to build and deploy ethical technology that optimizes social benefit. Previously, Goldman served as vice president, global lead, for the Tech and Society Solutions Lab at Omidyar Network, a social impact investment firm established by eBay founder Pierre Omidyar. Goldman also served as the global lead for impact investing, where she created and led Omidyar Network's global efforts to build the impact investing movement through its investment portfolio, industry partnerships, and thought leadership. Goldman earned a Ph.D. from Harvard University, a master's degree in public affairs from Princeton, and a bachelor's degree with highest honors from the University of California, Berkeley.

By now, the story is familiar. Mark Zuckerberg (https://www.influencewatch.org/person/mark-zuckerberg/) financed the administration of the 2020 elections through the Center for Tech and Civic Life (https://www.influencewatch.org/non-profit/center-for-tech-and-civic-life/). Eric Holder and an army of Democratic lawyers ensured that liberals would compete on favorable district lines and with favorable voting rules, with no small help from a Philadelphia union boss and political fixer who was just convicted of fraud. And liberal “dark money” groups like Arabella Advisors' Sixteen Thirty Fund poured hundreds of millions of dollars from the most prominent liberal political donors—men like George Soros, Hansjorg Wyss, and Pierre Omidyar—directly into supporting Democratic campaigns. In all, it makes one wonder if the 2020 elections were in some way rigged. Not coincidentally, Rigged: How the Media, Big Tech, and the Democrats Seized Our Elections is the title of the book that our guest, The Federalist Senior Editor Mollie Hemingway, has just released on the 2020 Presidential election and its fallout. Rigged: How the Media, Big Tech, and the Democrats Seized Our Elections by Mollie Hemingway -- https://www.regnery.com/9781684512591/rigged/ Subscribe to the podcast on your platform of choice at: https://influencewatch.fireside.fm/ • Facebook: https://www.facebook.com/capitalresearchcenter • Twitter: https://twitter.com/capitalresearch • Instagram: https://www.instagram.com/capital.research.center/ • YouTube: https://bit.ly/CRCYouTube

Liberal mega donor Pierre Omidyar is financing a Facebook whistleblower operation, An update on the Shade War - Vice President Kamala Harris steps out on her own, Taiwanese chip giant is opening a $12B plant in Arizona, and Project Veritas report on New Jersey Governor Murphy on imposing statewide Covid-19 vaccine mandate, following the elections.Here's your Daily dose of Human Events with @JackPosobiec 

As the US adopts wokeness as its grand strategy and promotes its first trans four-star admiral, China is embracing masculinity and testing a hypersonic missile that the US, according to military brass, cannot stop. Will reality ever set in and put an end to our desperate fantasies? Plus: Facebook's most recent whistleblower is being funded by Pierre Omidyar. Our editors discuss the shadowy web of organizations seeking to deconstruct humanity.

"The war for our minds (con'd)." The colonization of independent media.    Patrick Lawrence THE SCRUM  Oct 21       21 OCTOBER—Watch and listen, O you with open eyes and ears. The national security state's long, very long campaign to control our press and broadcasters has taken a new turn of late. If independent media are what keep alive hope for a vigorous, authentic Fourth Estate, as argued severally in this space, independent media are now subject to an insidious, profoundly anti-democratic effort to undermine them. The Independent Consortium of Investigative Journalists, Frances Haugen, Maria Ressa: Let us consider this institution and these people. They are all frauds, if by fraudulent we mean they are not what and who they tell us they are and their claim to independence from power is bogus. The Deep State—and at this point it is mere pretense to object to this term—long ago made it a priority to turn the mainstream press and broadcasters to its purposes—to make a free press unfree. This has gone on since the earliest Cold War decades and is well and responsibly documented. (Alas, if more Americans read the many excellent books and exposés on this topic, assertions such as the one just made would not arrive as in the slightest outré.)    But several new realities are now very evident. Chief among them, the Deep State's colonization of corporate media is now more or less complete. CNN, filling its airtime with spooks, generals, and a variety of official and formerly official liars, can be counted a total takeover. The New York Times is prima facie government-supervised, as it confesses in its pages from time to time. The Washington Post, owned by a man with multimillion-dollar CIA contracts, has turned itself into a comic book. For reasons I will never entirely fathom, corporate media have not merely surrendered their legitimacy, such as it may have been: They have actively, enthusiastically abandoned what frayed claim they may have had to credibility. The national-security state incorporates mainstream media into its apparatus, and then people stop believing mainstream media: The thrill is gone, let's say.  In consequence of these two factors, independent media have begun to rise as … independent media. They accumulate audiences. A little at a time, they acquire the very habits of professionalism the mainstream press and broadcasters have let decay. Gradually, they assume the credibility the mainstream has lost. The media ecosystem—horrible phrase but there it is—begins to take on a new shape.  Certain phenomena engendered by independent media prove popular. There are whistleblowers. People inside Deep State institutions start to leak, and they turn to independent media, most famously WikiLeaks, to get information out. While the Deep State's clerks in mainstream media keep their heads down and their mouths shut as they cash their checks, independent media take principled stands in favor of free expression, and people admire these stands. They are, after all admirable. Those populating the national-security state's sprawling apparatus are not stupid. They can figure out the logical response to these developments as well as anyone else. The new imperative is now before us: It is to colonize independent media just as they had the mainstream in previous decades. There are some hopelessly clumsy cases. I urge all colleagues to stop bothering with The Young Turks in any capacity. Those running it, creatures of those who generously fund it, are simply infra-dig. As Matt Taibbi pointed out over the weekend in a piece wonderfully headed, “Yes, Virginia, There Is a Deep State,” they've now got some clod named Ben Carollo proclaiming the CIA as an accountable force for good, savior of democracy—this in a video appearing under the rubric “Rebel HQ.” As an East European émigré friend used to say, “Gimme break.” Democracy Now! is a subtler instance of colonization. The once-admirable Amy Goodman drank the Russiagate Kool-Aid, which I counted the first indication of covert intervention of one or another kind. Then she caved to the orthodoxy on the chemical-weapons scam during the Syrian crisis, and lately—you have to watch to believe—Goodman has begun broadcasting CNN “investigative” reports with unalloyed approval. The debate in this household is whether Ms. Goodman had a long lunch in Langley or her donors started threatening to delay their checks. I have no evidence of either but tend to the latter explanation. The three recent phenomena suggested at the top of this piece are indications of the Deep State's latest tactics in its assault on independent media and the culture that arises among them. It behooves us to understand this.  Two weeks ago, the International Consortium of Investigative Journalists published “The Pandora Papers,” a “leak” of 12 million electronic documents revealing the tax-fiddling, money-hiding doings of 300–odd political figures around the world. “The Pandora Papers” followed publication of “The Panama Papers” in 2016 and “The Paradise Papers” a year later. There are many useful revelations in these various releases, but we ought not be fooled as to the nature of the project. Where did the ICIJ get the documents in “The Pandora Papers,” and how?  Are they complete? Were names redacted out? They have been verified? Explaining provenance, authenticity, and so forth is essential to any investigative undertaking, but ICIJ has nothing to say on this point. Why, of all the people “The Pandora Papers” exposes, is there not one American on its list? As Moon of Alabama notes in an analysis of this release, it amounts to a list of “people the U.S. doesn't like.” The ICIJ vigorously insists on its independence. But on close inspection this turns out not to be so by any serious understanding of the term. Among its donors are the Ford Foundation, whose longtime ties to the CIA are well-documented, and the Open Societies Foundation, the (in)famous George Soros operation dedicated to cultivating coups in nations that fall outside the fence posts of neoliberalism.  The group was founded in 1997 as a project of the Center for Public Integrity, another institution dedicated to “inspiring change using investigative reporting,” as the center describes itself. Among its sponsors are Ford, once again, and the Democracy Fund, which was founded by Pierre Omidyar, bankroller of The Intercept (another compromised “independent” medium). Omidyar is, like Soros, a sponsor of subversion ops in other countries masquerading as “civil society” projects. ICIJ's other sponsors (and for that matter the Democracy Fund's) are comprised of the sorts of foundations that support NPR, PBS, and other such media. Let us be crystal clear on this point. Anyone who assumes media institutions taking money from such sponsors are authentically independent does not understand philanthropy as a well-established, highly effective conduit through which orthodoxies are enforced and public discourse circumscribed.  What are we looking at here? Not what we are supposed to think we are looking at, certainly. I will return to this question. There is the case of Maria Ressa, which I considered briefly in a previous commentary. Ressa is the supposedly courageous, speak-truth-to-power co-winner of the Nobel Peace Prize this year, a Filipina journalist who co-founded The Rappler, a web publication in Manila. The Nobel committee cited Ressa for her “fight for freedom of expression.” Who is Maria Ressa, then, and what is The Rappler? I grow weary of writing this sentence: She and her publication are not what we are supposed to think they are. Ressa and The Rappler, each insisting on independence just as the ICIJ does, are straight-out lying on this point. The Rappler recently received a grant of $180,000 from the National Endowment for Democracy, a CIA front—this according to an NED financial report issued earlier this year. None other than Pierre Omidyar and a group called North Base Media own nonvoting shares in the publication. Among North Base's partners is the Media Development Investment Fund, which was founded by George Soros to do what George Soros likes to do in other countries. Does a picture begin to emerge? Read the names together and one will. You have to figure they all party together. Nobel in hand, Maria Ressa has already declared that Julian Assange is not a journalist and that independent media need new regulations, as in censorship. Henry Kissinger got a Nobel as a peacemaker: Ressa gets one as a defender of free expression. It's a fit. This brings us to the case of Frances Haugen, the former Facebook exec who recently appeared before Congress waving lots of documents she seems to have secreted (supposedly) out of Facebook's offices to argue for—what else at this point?—increased government regulation of social media, as in censorship. Frances Haugen, you see, is a courageous, speak-truth-to-power whistleblower. Never mind that her appearance on Capitol Hill was carefully choreographed by Democratic Party operatives whose party simply cannot wait to censor our First Amendment rights out of existence.  It is hard to say who is more courageous, I find—the ICIJ, Maria Ressa, or Frances Haugen. Where would we be without them? The culture of independent media as it has germinated and developed over the past decade or so gave us WikiLeaks, and its effectiveness cannot be overstated. It gave us all manner of gutsy journalists standing for the principles of a genuinely free press, and people listened. It gave us whistleblowers who are admired even as the Deep State condemns them.     And now the national-security state gives us none other than a secret-disclosing crew of mainstream hacks, a faux-independent journalist elevated to the highest honors, and a whistleblower who was handed her whistle and taught how to toot it—three crowd-pleasers, three simulacra. These are three frauds. They are to independent journalism what McDonald's is to food.  There is only one defense against this assault on truth and integrity, but it is a very good one. It is awareness. CNN, Democracy Now!, the ICIJ, Maria Ressa, Frances Haugen—none of these and many other media and people are properly labeled. But the labels can be written with modest efforts. Awareness and scrutiny, watching and listening, will prove enough.

We talk about a lot of immigrants in this podcast. There's the Hungarian mathemeticians and scientists that helped usher in the nuclear age and were pivotal in the early days of computing. There are the Germans who found a safe haven in the US following World War II. There are a number of Jewish immigrants who fled persecution, like Jack Tramiel - a Holocaust survivor who founded Commodore and later took the helm at Atari. An Wang immigrated from China to attend Harvard and stayed. And the list goes on and on. Georges Doriot, the father of venture capital came to the US from France in 1899, also to go to Harvard. We could even go back further and look at great thinkers like Nikolai Tesla who emigrated from the former Austrian empire. And then there's the fact that many Americans, and most of the greats in computer science, are immigrants if we go a generation or four back. Pierre Omidyar's parents were Iranian. They moved to Paris so his mom could get a doctorate in linguistics at the famous Sorbonne. While in Paris, his dad became a surgeon, and they had a son. They didn't move to the US to flee oppression but found opportunity in the new land, with his dad becoming a urologist at Johns Hopkins. He learned to program in high school and got paid to do it at a whopping 6 bucks an hour. Omidyar would go on to Tufts, where he wrote shareware to manage memory on a Mac. And then the University of California, Berkeley before going to work on the MacDraw team at Apple. He started a pen-computing company, then a little e-commerce company called eShop, which Microsoft bought. And then he ended up at General Magic in 1994. We did a dedicated episode on them - but supporting developers at a day job let him have a little side hustle building these newish web page things. In 1995, his girlfriend, who would become his wife, wanted to auction off (and buy) Pez dispensers online. So Omidyar, who'd been experimenting with e-commerce since eShop, built a little auction site. He called it auction web. But that was a little boring. They lived in the Bay Area around San Francisco and so he changed it to electronic Bay, or eBay for short. The first sale was a broken laser printer he had laying around that he originally posted for a dollar and after a week, went for $14.83. The site was hosted out of his house and when people started using the site, he needed to upgrade the plan. It was gonna' cost 8 times the original $30. So he started to charge a nominal fee to those running auctions. More people continued to sell things and he had to hire his first employee, Chris Agarpao. Within just a year they were doing millions of dollars of business. And this is when they hired Jeffrey Skoll to be the president of the company. By the end of 1997 they'd already done 2 million auctions and took $6.7 million in venture capital from Benchmark Capital. More people, more weird stuff. But no guns, drugs, booze, Nazi paraphernalia, or legal documents. And nothing that was against the law. They were growing fast and by 1998 brought in veteran executive Meg Whitman to be the CEO. She had been a VP of strategy at Disney, then the CEO of FTD, then a GM for Playskool before that. By then, eBay was making $4.7 million a year with 30 employees. Then came Beanie Babies. And excellent management. They perfected the online auction model, with new vendors coming into their space all the time, but never managing to unseat the giant. Over the years they made onboarding fast and secure. It took minutes to be able to sell and the sellers are the ones where the money is made with a transaction fee being charged per sale, in addition to a nominal percentage of the transaction. Executives flowed in from Disney, Pepsi, GM, and anywhere they were looking to expand. Under Whitman's tenure they weathered the storm of the dot com bubble bursting, grew from 30 to 15,000 employees, took the company to an IPO, bought PayPal, bought StubHub, and scaled the company up to handle over $8 billion in revenue. The IPO made Omidyar a billionaire. John Donahoe replaced Whitman in 2008 when she decided to make a run at politics, working on Romney and then McCain's campaigns. She then ran for the governor of California and lost. She came back to the corporate world taking on the CEO position at Hewlett-Packard. Under Donahoe they bought Skype, then sold it off. They bought part of Craigslist, then tried to develop a competing product. And finally sold off PayPal, which is now a public entity of its own right. Over the years since, revenues have gone up and down. Sometimes due to selling off companies like they did with PayPal and later with StubHub in 2019. They now sit at nearly $11 billion in revenues, over 13,000 employees, and are a mature business. There are still over 300,000 listings for Beanie Babies. And to the original inspiration over 50,000 listings for the word Pez. Omidyar has done well, growing his fortune to what Forbes estimated to be just over $13 billion dollars. Much of which he's pledged to give away during his lifetime, having joined the Bill Gates and Warren Buffet giving pledge. So far, he's given away well over a billion with a focus in education, governance, and citizen engagement. Oh and this will come as no surprise, helping fund consumer and mobile access to the Internet. Much of this giving is funneled through the Omidyar Network. The US just evacuated over 65,000 Afghans following the collapse of that government. Many an oppressive government runs off the educated, those who are sometimes capable of the most impactful dissent. Some of the best and most highly skilled of an entire society leaves a vacuum in regions that further causes a collapse. And yet finding a home in societies known for inclusion and opportunity, and being surrounded by inspiring stories of other immigrants who made a home and took advantage of opportunity. Or whose children could. Those melting pots in the history of science are when diversity of human and discipline combine to make society for everyone better. Even in the places they left behind. Anyone who's been to Hungary or Poland or Germany - places where people once fled - can see it in the street every time people touch a mobile device and are allowed to be whomever they want to be. Thank you to the immigrants, past and future, for joining us to create a better world. I look forward to welcoming the next wave with open arms.

Labor Day Weekend is a key anniversary for eBay sellers. In 1995, Pierre Omidyar created what would eventually become eBay in a flurry of marathon coding over the course of the three-day holiday. Auction Web, as it was initially called, went on to take the internet by storm. Since then, selling online has become routine — and that can be detrimental to your success. In this episode of I Love to Be Selling, you'll discover the benefits of stepping outside your comfort zone, just as Pierre did when he launched Auction Web. In addition, you are cordially invited to join I Love to Be Selling's free eBay Holiday Sales Success Boot Camp! Join 100+ of your fellow sellers in finding out how to explode your Q4 sales using proven, actionable tips and strategies for selling and social media. Get out of your rut, and get into more profitable selling in your business on eBay! For access to this workshop series and the pop-up Facebook group, go to BestSalesYearEver.com. I'm Kathy, and I love to be selling!  

“Luck is hard work and opportunity meeting.” – Sashee Chandran This week on the Gooder Podcast, I had the pleasure of talking with Sashee Chandran, the founder and CEO of Tea Drops. We discuss the historical colonial influence in American tea culture and how her diverse background has encouraged her to create something new: Tea Drops. We also learn about the tea category shaking innovation of Tea Drops' products and some of the trends her brand is leveraging. Along the way, we get to hear the inspirational story of a diligent and humble entrepreneur who transforms the traditional way of enjoying tea. In this episode we learn: - About the history and inspiration of Tea Drops. - The surprising A-ha moment of her product idea. - About her go-to-market alternate channel strategy, and why it worked.  - Where Sashee’s passion and drive for risk-taking come from. - What Tea Drop's give-back program has been doing to tackle the global water crisis. - Diana and Sashee's personal stories about their love for tea and how tea has helped them connect to their loved ones. About Sashee Chandran: Sashee Chandran is the founder and CEO of Tea Drops, which creates bagless whole leaf teas using a patented process — shedding about 15% less waste than traditional tea bag packaging. Tea Drops has become a favorite among new and experienced tea drinkers alike, launching innovative tea experiences that merge flavorful blends, food art and edgy design. Tea Drops an omnichannel brand, selling D2C and also available in 1,500 retailers — loved by Oprah Magazine, Chrissy Teigen, and former first lady Michelle Obama. Sashee is a 1st Place $20K Women Founders Network pitch winner, 1st Place $100K Tory Burch Fellow Grant winner, and the 1st place $50K PepsiCo WomanMade Challenge winner. She has also raised over $3.5M in VC funding for Tea Drops. Guests Social Media Links: LinkedIn: https://www.linkedin.com/in/sasheechandran/ Instagram: https://www.instagram.com/sasheechandran/?hl=en Twitter: https://twitter.com/Sasheec Email: sashee@myteadrop.com Website: https://www.myteadrop.com/ Show Resources: Loose leaf tea is tea that does not come pre-packaged in tea bags. Because the leaves are not crammed into a tea bag, the tea maintains a higher quality and aroma while offering the best possible health benefits. eBay Inc. is an American multinational e-commerce corporation based in San Jose, California, that facilitates consumer-to-consumer and business-to-consumer sales through its website. eBay was founded by Pierre Omidyar in 1995, and became a notable success story of the dot-com bubble.  Bubble tea is a tea-based drink that originated in Taiwan in the early 1980s. It most commonly consists of tea accompanied by chewy tapioca balls, but it can be made with other toppings as well. The United States Patent and Trademark Office (USPTO) is an agency in the U.S. Department of Commerce that issues patents to inventors and businesses for their inventions, and trademark registration for product and intellectual property identification. Tory Burch Foundation competition Designed to provide women entrepreneurs with the tools and platform necessary to grow their business. 8Greens is an effervescent dietary supplement tablet, packed with enough superfoods to give your healthy diet a green boost.  United Natural Foods, Inc. is a Providence, R.I.-based natural and organic food company. It is the largest publicly traded wholesale distributor of health and specialty food in the United States and Canada. UNFI is Whole Foods Market's main supplier, with their traffic making up over a third of its revenue in 2018. Nordstrom, Inc. is an American luxury department store chain. Founded in 1901 by John W. Nordstrom and Carl F. Wallin, it originated as a shoe store and evolved into a full-line retailer with departments for clothing, footwear, handbags, jewelry, accessories, cosmetics, and fragrances.  Neiman Marcus Group, Inc., originally Neiman-Marcus, is an American chain of luxury department stores owned by the Neiman Marcus Group, headquartered in Dallas, Texas. The Thirst Project is a non-profit organization whose aim is to bring safe drinking water to communities around the world where it is not immediately available. The Thirst Project collects money and builds wells all across the continent of Africa where villages do not have immediate drinking water. Episode Sponsor - Retail Voodoo: A creative marketing firm specializing in growing, fixing and reinventing brands in the food, beverage, wellness and fitness industry. If your natural brand is in need of positioning, package design or marketing activation, we’re here to help. You can find more information at www.retail-voodoo.com

  If you ever wondered how a Silicon Valley mindset rooted in social entrepreneurship can improve global education, then this episode is for you.  A fascinating look at an organisation that is quite different from traditional philanthropy. Imaginable Futures is a philanthropic investment firm that combines impact investing and foundation grant-making in order to unleash human potential through learning. Imaginable Futures spun out of the Omidyar Network a little over a year ago, where they were previously the Education initiative of Omidyar.  They were founded and are funded by Pam and Pierre Omidyar — who is also the Founder of eBay. Amy worked for eBay, where she served as VP of product strategy and operations, and was previously one of PayPal’s earliest employees in the late 1990s. Today, she leads Imaginable Futures.  She provides great insight and projects very positive energy.  Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this episode. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!  

My next guest is the international bestselling author and serial entrepreneur, Jay Samit: * He has raised hundreds of millions of dollars for startups, * He has partnered with the whos who of our time: Bill Gates, Steven Spielberg, Steve Jobs, Reid Hoffman, David Geffen, Richard Branson, Paul Allen, and Pierre Omidyar. * A former NASDAQ company CEO and Independent Vice Chairman of Deloitte * The author of Future Proofing You (Wiley 2021) where he made a case study of taking someone who was on welfare to a million dollars in revenue in 1 year. Jay dropped 30+ knowledge bombs, including: * After you change the voice in your head, changing the world of business is easy * How will your past mistakes inform your future decisions is a better use of your mental cycles? * When rejected, they are not saying I can't do it; they are saying they can't do it with me. It's their loss * Being happy creates the best conditions for success - your brain, mood, appearance, sales, decision-making, and creativity. * A million a year is a mental 4-minute mile. Break it. * Today can be better than yesterday and I have the power to make it so. * The failure of our current education and economic system is that we failed, teach 90% of Americans how to get their piece of the American dream * There is 2 axis to select a problem that is suitable for the soul-impact fit: 1) total addressable market for the possible impact. 2) the passion you have about the problem for your own fulfillment. * By watching where the 800-pound gorillas are spending big, bucks, you'll see where the wave is being created. * Find your niche by pairing the problem with the buzzword of the day * His number 1 hack to get connected with the industry leaders who are impossible to connect * Find a big company with the existing audience you want to reach; your can offer your product/service as a customer acquisition tool or value add or a way for them to be hip and cool again * Why he advocates for selling out early vs. holding out for a higher offer? And specifically why 50% cash / 50% equity is a wise choice. Here is my favorite: o nly a small % of your decisions are going to be home runs, so make more decisions. Go buy Future Proofing You...it's full of gems https://adbl.co/2NUpOAz

In this episode, I am honored to welcome back to The Alden Report, international best-selling author Jay Samit who is a dynamic entrepreneur and intrepreneur widely recognized as one of the world's leading experts on disruption and innovation.  Described by Wired magazine as “having the coolest job in the industry,” he raises hundreds of millions of dollars for startups, advises Fortune 500 firms, transforms entire industries, revamps government institutions, and for three decades continues to be at the forefront of global trends.He is the former Vice Chairman of Deloitte Consulting, has helped grow pre-IPO companies such as LinkedIn, has held senior management roles at EMI, Sony and Universal Studios and has pioneered breakthrough advancements in mobile video, internet advertising, ecommerce, social networks, digital music and augmented reality that are used by billions of consumers every day.  Combining innovation with commercial success, Jay is the consummate dealmaker; his list of partners and associates reads like a who's who list of innovators, including: Bill Gates, Steven Spielberg, Steve Jobs, Reid Hoffman, David Geffen, Richard Branson, Paul Allen, and Pierre Omidyar. He also has provided disruptive  solutions for such corporate clients as Adobe, American Express, AT&T, Best Buy, Clinique, Coca Cola, Disney, Ford, GE, IBM, Intel, LinkedIn, McDonalds, Microsoft, Proctor & Gamble, Starbucks, Unilever, Visa, Zynga and dozens more.Jay is also a sought after keynote speaker, who combines his bold vision and humor, to motivate audiences from all around the world.  His talk It's Time to Disrupt You!  is a high energy presentation on how to create and embrace change in any field.  The stories he shares with us are as enlightening as they are fascinating.  We talk about how in order to successfully navigate today's professional landscape, one must understand the dynamics of disruption. A major concept in his book, Disrupt You, we discuss how disruption can propel you toward new opportunities, new creative challenges, and prosperity. His newest book Future Proofing You – Twelve Truths for Creating Opportunity, Maximizing Wealth, and Controlling Your Destiny in an Uncertain World is now available on Amazon. As always, I'm super excited to talk with Jay who is a proven trend spotter, digital media innovator and pioneer in the music, video distribution, social media, and eCommerce space.For more information on Jay, visit: http://jaysamit.com/

The Sunday Times’ tech correspondent Danny Fortson brings on Tim O’Reilly, founder of O’Reilly Media and prominent tech commentator, to talk about algorithmic rent (0:00), the Facebook case (5:15), how tech companies quietly changed the terms of engagement (7:40), getting investment from Pierre Omidyar (12:40), how his work got started on algorithmic rent (13:20), monitoring Big Tech’s behaviour change (16:15), Facebook’s rents (23:35), the importance of framing a problem (26:00), how to protect our 'tenants’ rights' (29:40), building a case (36:00), getting inspiration from Microsoft (37:40), and the toxicity of the Big Tech debate (41:20). Support this show http://supporter.acast.com/dannyinthevalley. See acast.com/privacy for privacy and opt-out information.

Alan Fuerstman is the Founder, Chairman, and CEO of Montage International, a luxury hospitality management company encompassing Montage Hotels & Resorts, Pendry Hotels & Resorts, Montage Residences, Pendry Residences, and management of some of the country’s premiere golf courses and clubs.Starting out as a doorman at a Marriott hotel in New Jersey, Alan worked his way up to managing several hotels and was eventually tapped by Steve Wynn to be the opening Vice President of Hotel Operations at Bellagio in Las Vegas before venturing off on his own to launch Montage in 2002.During our conversation, we talk about everything from Alan’s childhood and college days, how he became interested in hospitality and his advice for those looking to break into the industry today, how his positive attitude and the relationships he built throughout his career helped him when launching his own company, partnering with the founder of eBay to open the first Montage hotel, how the pandemic has impacted Montage as well as the industry in general, what the future of the brand looks like, and much more.SUBSCRIBE TO OUR NEWSLETTER & STAY UPDATED > http://bit.ly/tfh-newsletterFOLLOW TFH ON INSTAGRAM > http://www.instagram.com/thefounderhourFOLLOW TFH ON TWITTER > http://www.twitter.com/thefounderhourINTERESTED IN BECOMING A SPONSOR? EMAIL US > partnerships@thefounderhour.com

For this fourth episode of Next Normal, Amit is joined by a leading voice in the push toward a new economy, Mike Kubzansky. Mike is the CEO of Omidyar Network, a social change venture established by Pam and Pierre Omidyar, the founder of eBay. With that deep heritage in the tech world, Mike and his team are positioned as insiders in the world of markets and capitalism: “We are fundamentally capitalists, who do want to re-imagine capitalism.” In this episode, Mike guides us through the five pillars of change required to build a new economy.

Four SAAS founders tell their stories and look to the future of SAAS. Connect with incredible founders at https://entre.link/EntrepreneurShow Dennis Cail, Co-founder & CEO of Zirtue Dennis is a FinTech technology executive, investor, and Navy Veteran with over 20 years of successful entrepreneurial experience along with a distinguished Multi-National Cross-Border M&A track record across leading FinTech, SaaS, business applications, and technology-enabled companies. Dennis led the M&A Delivery Team at PwC where he served as Managing Director and Co-Head of Application Integration. Prior, Dennis was Co-Founder and CEO of Uptown Financial Group where he oversaw the launch and scale of three business applications before successfully exiting. Dennis received a BS in Computer Science and an MBA in Finance from Southern Methodist University Cox School of Business. Kate Bradley Chernis, Co-founder & CEO of Lately Kate Bradley Chernis is the Founder & CEO of Lately, which uses AI to automatically learn what sales and marketing messaging your customers are most likely to engage with so you can STOP GUESSING. It then builds a writing model, based on this data, to transform long-form content like blogs, podcasts and videos into DROVES of targeted, pre-vetted social posts – in multiple languages. Matthew Barnett, Founder of Bonjoro Matt launched Bonjoro as a sales hack for his first agency, where he would send every new lead a personal video to delight and surprise them whilst taking a boat to work. What started as fun over a few beers quickly snowballed into a high growth, funded company, and the team are now spread across 6 countries, headquartered out of Sydney Australia. As a design-led founder, Matts love of building great products is only surpassed by his total commitment to building great business culture. Bonjoros goal is to be the next Zappos, to be the most loved brand in the world. Shripriya Mahesh, Partner at Spero Ventures When we founded Spero Ventures in 2018, we thought about what people might want in the future. We kept coming back to the idea that no matter what happens, people will always care about the basics: health and wellness; work and a sense of purpose; and human connection. So that's what we decided to invest in. Before starting Spero, I ran Emerging Tech investing at Omidyar Network. I loved the sense of purpose of bringing more opportunity to more people. We decided to spin out of Omidyar Network in order to invest in for-profit companies that shared the same purpose. Prior to Omidyar Network, I worked with Pierre Omidyar to launch First Look Media. Before that, I worked at eBay, which Pierre founded in 1995. eBay's mission — to enable economic opportunity around the world — felt like the ultimate purpose for the internet. I led the global product team and later I led US product marketing. Before eBay, I led product at a startup called NextCard. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Ebay gibt es mittlerweile ist 38 Ländern. Der teuerste Artikel, der jemals auf eBay verkauft wurde, war eine Yacht für 168 Millionen Dollar.

July 1: #SDNY CIA leaks Schulte, Manafort lender Calk, Epstein case #UNsexploitation covered up by @GermanyUN & @UN_Spokesperson @MelissaFleming with $ from @Pierre Omidyar

In this Iranology, we talked about 2 successful Iranian, Omid Kordestani & Pierre Omidyar. By subscribing to us at www.patreon.com/podgap you will get access to Persian transcription of the episode and see the amazing photos of the places that have been visited by the tourist.Email Address: podgapp@gmail.com

Alex joins to talk about how Facebook went from hero to heel as America careened from the coronavirus pandemic to the Black Lives Matter protests. Then Chris Stern discusses the state of the anti-trust investigations pending against big tech companies and the behind the scenes role Pierre Omidyar is playing in advancing the cases. Background Reading Facebook's Month of Whiplash The Tech Billionaire Marshaling the Fight Against Big Tech

In this episode, Ines Gonzales Del Mazo sits down with Jalak Jobanputra, Founding Partner of Future Perfect Ventures to discuss her investing career across FinTech, software, and the blockchain. Jalak Jobanputra is Founding Partner of FuturePerfect Ventures, an early stage venture capital fund in NYC focused on next generation technology such as blockchain and machine learning. FPV’s portfolio includes Abra, Blockstream, Bitpesa, Fusemachines, Everledger and Blockchain. Jalak was awarded Institutional Investor’s Most Powerful Fintech Dealmakers from 2016-2018. In May 2018, Jobanputra was awarded Microsoft’s VC Trailblazer Award for “her early and bold” investments in the sector. She has been listed as a 100 Most Influential Fintech Leader of 2016 and 2017 based on her investment strategy at FPV. In 2017, she was cited as a “Top 5 Investor Powering the Blockchain Boom” and Crunchbase noted FPV as one of the top VC funds in blockchain “before it was cool.” Since founding the firm, she has spoken on blockchain technology, IoT, and artificial intelligence at many global conferences, including the Milken Global Institute, Dutch Development Bank/FMO Annual Meeting, and The Economist Buttonwood Gathering. She also founded Collective Future, an organization to foster diversity and inclusion in the nascent blockchain sector. FPV’s incubator FPV Labs was selected by the NYC Economic Development Corporation in January 2019 to operate the NYC Blockchain Center, a unique private-public partnership formed to serve as an access point to the growing blockchain ecosystem and collaborate with elected officials on policy initiatives. Prior to FPV, Jobanputra was the Director of Emerging Market Mobile Investments at Omidyar Network, a philanthrocapitalist fund started by Pierre Omidyar, co-founder of eBay. Previously, she worked at Intel Capital investing in enterprise software in Silicon Valley from 1999-2003, as well as New Venture Partners and the NYC Investment Fund where she formed one of NYC’s first seed funds and helped establish the Fintech Innovation Lab in 2010. She started her career as a media/tech/telecom investment banker in NYC and London. Jobanputra is also active in supporting education reform and social entrepreneurship. She served as a Trustee of Achievement First Bushwick Charter Schools (Brooklyn). She is on the Board of Directors for the Center for an Urban Future, Advisory Board of L’Oreal’s Women in Digital Initiative, member of Mayor DeBlasio’s Broadband Taskforce, and former Access to Capital Committee member of the US Secretary of State Clinton Women’s Leadership Council. She is a magna cum laude graduate of the University of Pennsylvania, with a B.S. in Economics (concentration in Finance) from The Wharton School and a B.A. in Communications from the Annenberg School. She received her MBA from Kellogg in 1999. Her full bio can be found here, and she has been active on twitter since 2007 at @jalak.

La storia di eBay il sito di vendita e aste online più famoso al mondo.

In this episode I speak to Asteris Masouras, a global news curator and journalist, about what online activism is getting right -- and how it could improve.We kicked off our conversation with a deep dive into what global news curation actually is, before moving to Twitter’s value as a platform for activism, when to call a fascist a fascist, and deplatforming and censorship as political weapons, among other topics.I learned a lot from my chat with Asteris, and I hope you will too.About AsterisAsteris has been curating global breaking news on Twitter since 2007, where he follows stories ranging from the protests of social justice movements worldwide, to mainstream politics and conflicts around the globe.He was included in the Independent’s 2011 list of “The most influential non-celebrity users of Twitter”, and was an editor at Reportedly, a real-time news experiment sponsored by Pierre Omidyar’s First Look Media.Asteris is also an editor for Global Voices Online, and a co-founder and editor of Global Voices in Greek.Show linksAsteris Masouras on TwitterOpen Source Intelligence2011 Indignants movement (Greece)Steve Bannon and the New Yorker FestivalSteve Bannon’s “The Movement”The Trial of Greece’s Golden Dawn PartyTwo Greek towns protest migrant transfers (November 2019)George Lakoff’s Truth SandwichDaniel Dale on Twitter (CNN reporter, fact-checking the president and other politicians)Books that Asteris recommended:Open Sources 2.0We The Media by Dan GillmorChapters00:00:00: Intro00:01:38: A primer on global news curation00:02:08: Verifying sources00:04:08: Twitter's value as an activism platform00:09:06: Is online grassroots activism making a difference?00:10:02: Challenges for climate change activism00:11:46: Deplatforming and censorship00:16:16: When to call a fascist a fascist, and other labels00:25:26: Two sides watching different movies00:28:05: Lakoff’s “Truth Sandwich” approach to fact-checking00:30:54: Grassroots protest as a model for change00:33:59: Book recommendations00:35:19: OutroMore infoFor more information on Theta Project, visit www.thetaproject.coMusic: “Aerosol” by Mehran Khalili

Jalak Jobanputra is Founding Partner of FuturePerfect Ventures, an early stage venture capital fund in NYC focused on next generation technology such as blockchain and machine learning. FPV’s portfolio includes Abra, Open Garden, Blockstream, Bitpesa, FuseMachines, Everledger and Blockchain. Jalak was awarded Institutional Investor’s Top Fintech Dealmakers in 2017 and 2016. In 2017, she was cited as a “Top 5 Investor Powering the Blockchain Boom” and CB Insights noted FPV as one of the top VC funds in blockchain “before it was cool”. Since founding the firm, she has spoken on blockchain technology at many global conferences, including the Milken Global Institute, Dutch Development Bank/FMO annual meeting, and The Economist Buttonwood Gathering. Prior to FPV, Jobanputra was the Director of Emerging Market Mobile Investments at Omidyar Network, a philanthrocapitalist fund started by Pierre Omidyar, co-founder of eBay. Previously, she worked at Intel Capital investing in enterprise software in Silicon Valley from 1999-2003. as well as New Venture Partners and the NYC Investment Fund where she formed one of NYC's first seed funds and helped establish the Fintech Innovation Lab in 2010. She started her career as a media/tech/telecom investment banker in NYC and London. Jobanputra is also active in supporting education reform and social entrepreneurship. She served as a Trustee of Achievement First Bushwick Charter Schools (Brooklyn). She is on the Board of Directors for the Center for an Urban Future, Advisory Board of L’Oreal’s Women in Digital Initiative, member of Mayor DeBlasio’s Broadband Taskforce, and former Access to Capital Committee member of the US Secretary of State Clinton Women’s Leadership Council. She is a magna cum laude graduate of the University of Pennsylvania, with a B.S. in Economics (concentration in Finance) from The Wharton School and a B.A. in Communications from the Annenberg School. She received her MBA from Kellogg in 1999.

Welcome to the History of Computing Podcast, where we explore the history of information technology. Because understanding the past prepares us for the innovations of the future! Today we're going to look at the impact Stewart Brand had on computing. Brand was one of the greatest muses of the interactive computing and then the internet revolutions. This isn't to take anything away from his capacity to create, but the inspiration he provided gave him far more reach than nearly anyone in computing. There's a decent chance you might not know who he his. There's even a chance that you've never heard of any of his creations. But you live and breath some of his ideas on a daily basis. So who was this guy and what did he do? Well, Stewart Brand was born in 1938, in Rockford, Illinois. He would go on to study biology at Stanford, enter the military and then study design and photography at other schools in the San Francisco area. This was a special time in San Francisco. Revolution was in the air. And one of the earliest scientific studies had him legitimately dosing on LSD. One of my all-time favorite books was The Electric Kool-Aid Acid Test, by Tom Wolfe. In the book, Wolfe follows Ken Kesey and his band of Merry Pranksters along a journey of LSD and Benzedrine riddled hippy goodness, riding a converted school bus across the country and delivering a new kind of culture straight out of Haight-Ashbury and to the heart of middle America. All while steering clear of the shoes FBI agents of the day wore. Here he would have met members of the Grateful Dead, Neal Cassady, members of the Hells Angels, Wavy Gravy, Paul Krassner, and maybe even Kerouac and Ginsberg. This was a transition from the Beat Generation to the Hippies of the 60s. Then he started the Whole Earth Catalog. Here, he showed the first satallite imagery of the planet Earth, which he'd begun campaigning NASA to release two years earlier. In the 5 years he made the magazine, he spread ideals like ecology, a do it yourself mentality, self-sufficiency, and what the next wave of progress would look like. People like Craig Newmark of Craig's List would see the magazine and it would help to form a new world view. In fact, the Whole Earth Catalog was a direct influence on Craig's List. Steve Jobs compared the Whole Earth Catalog to a 60s era Google. It inspired Wired Magazine. Earth Day would be created two years later. Brand would loan equipment and inspire spinoffs of dozens of magazines and books. And even an inspiration for many early websites. The catalog put him in touch with so, so many influential people. One of the first was Doug Engelbart and The Mother Of All Demos involves him in the invention of the mouse and the first video conferencing. In fact, Brand helped produce the Mother Of All Demos! As we moved into the 70s he chronicled the oncoming hacker culture, and the connection to the 60s-era counterculture. He inspired and worked with Larry Brilliant, Lee Felsenstein, and Ted Nelson. He basically invented being a “futurist” founding CoEvolution Quarterly and spreading the word of digital utopianism. The Whole Earth Software Review would come along with the advent of personal computers. The end of the 70s would also see him become a special advisor to former California governor Jerry Brown. In the 70s and 80s, he saw the Internet form and went on to found one of the earliest Internet communities, called The WELL, or Whole Earth Lectronic Link. Collaborations in the WELL gave us Barlow's The Electronic Frontier Foundation, a safe haunt for Kevin Mitnick while on the run, Grateful Dead tape trading, and many other Digerati. There would be other virtual communities and innovations to the concept like social networks, eventually giving us online forums, 4chan, Yelp, Facebook, LinkedIn, and corporate virtual communities. But it started with The Well. He would go on to become a visiting scientist in the MIT Media Lab, organize conferences, found the Global Business Network with Peter Schwarts, Jay Ogilvy and other great thinkers to help with promoting values and various planning like scenario planning, a corporate strategy that involves thinking from the outside in. This is now a practice inside Deloitte. The decades proceeded on and Brand inspired whole new generations to leverage humor to push the buttons of authority. Much as the pranksters inspired him on the bus. But it wasn't just anti-authority. It was a new and innovative approach in an upcoming era of maximizing short-term profits at the expense of the future. Brand founded The Long Now Foundation with an outlook that looked 10,000 years in the future. They started a clock on Jeff Bezos' land in Texas, they started archiving languages approaching extinction, Brian Eno led seminars about long-term thinking, and inspired Anathem, a novel from one of my favorite authors, Neal Stephenson. Peter Norton, Pierre Omidyar, Bruce Sterling, Chris Anderson of the Economist and many others are also involved. But Brand inspired other counter-cultures as well. In the era of e-zines, he inspired Jesse Dresden, who Brand knew as Jefferson Airplane Spencer Drydens kid. The kid turned out to be dFx, who would found HoHo Con an inspiration for DefCon. Stewart Brand wrote 5 books in addition to the countless hours he spent editing books, magazines, web sites, and papers. Today, you'll find him pimping blockchain and cryptocurrency, in an attempt to continue decentralization and innovation. He inherited a playful counter-culture. He watched the rise and fall and has since both watched and inspired the innovative iterations of countless technologies, extending of course into bio-hacking. He's hobnobbed with the hippies, the minicomputer timeshares, the PC hackers, the founders of the internet, the tycoons of the web, and then helped set strategy for industry, NGOs, and governments. He left something with each. Urania was the muse of astronomy, some of the top science in ancient Greece. And he would probably giggle if anyone compared him to the muse. Both on the bus in the 60s, and in his 80s today. He's one of the greats and we're lucky he graced us with his presence on this rock - that he helped us see from above for the first time. Just as I'm lucky you elected to listen to this episode. So next time you're arguing about silly little things at work, think about what really matters and listen to one of his Ted Talks. Context. 10,000 years. Have a great week and thanks for listening to this episode of the History of Computing Podcast.

*** 1) O ministro da Economia, Paulo Guedes, enviou ao Congresso uma proposta de emenda à Constituição (PEC) que acaba, em alguns casos, com a obrigatoriedade de inscrição dos trabalhadores nos conselhos profissionais de classe. A PEC também transforma a natureza jurídica dessas entidades, que deixam de ser públicas e passam a ser privadas. A PEC 108/2019 começou a tramitar na terça-feira (9). Existem 29 conselhos de classe hoje no país, sendo os principais a Ordem dos Advogados do Brasil (OAB), o Conselho Federal de Medicina (CFM) e o Conselho Federal de Engenharia e Agronomia (Confea). O jornalista Guido Orgis comenta a ideia liberal para o exercício das atividades.*** 2) Ao longo dos últimos 11 anos, ministros do Supremo Tribunal Federal (STF) têm entendido que a nomeação de parentes para cargos de natureza política não se enquadra como nepotismo. A questão voltou para o centro do debate em Brasília, após o presidente Jair Bolsonaro anunciar que pretende indicar o deputado federal Eduardo Bolsonaro (PSL-SP), seu filho, para o cargo de embaixador do Brasil nos Estados Unidos. A possibilidade de um posto de embaixador ser enquadrado como cargo político é uma questão controversa, que ainda está em aberto. O repórter Renan Barbosa, de Brasília, explica o imbróglio jurídico.*** 3) Quando Glenn Greenwald saiu do jornal britânico The Guardian, após ganhar notoriedade expondo documentos secretos da National Security Agency (NSA), seu novo empreendimento, o The Intercept, foi rapidamente financiado. Por trás do aporte está Pierre Omidyar, bilionário francês de origem iraniana, fundador do site de leilões eBay e financiador de projetos e instituições progressistas. Paulo Polzonoff Jr, da editoria Ideias, fala sobre o perfil do mecenas do site que atormenta o ministro Sergio Moro.***Ficha técnica>>> O ’15 minutos’, podcast de notícias, é gravado no estúdio da Gazeta do Povo, em Curitiba # Apresentação e roteiro: Márcio Miranda; direção de conteúdo: Rodrigo Fernandes; equipe de produção: Fernando Rudnick, Vivaldo de Sousa Neto e Jenifer Ribeiro; montagem: Leonardo Bechtloff; identidade visual: Gabriela Salazar; estratégia de distribuição: Gladson Angeli.

Grandes exemplos de novos modelos de negócio no jornalismo são o Nexo e o Meio. O primeiro recebeu uma doação de US$ 920 mil de Pierre Omidyar, fundador do Ebay, e também funciona no modelo de assinaturas. O Canal Meio já conta com uma base de mais de 80 mil usuários na sua versão freemium, também funcionando no modelo recorrente com benefícios extras para os assinantes. Ambos foram representados no painel do Superlógica Xperience e continuaram um papo em um podcast sobre o futuro do jornalismo, que realizamos durante o evento. O Nexo foi representado por Thiago Araújo, marketing e inteligência de dados do portal, e o Canal Meio por Vitor Conceição, CEO da empresa. Abaixo, você pode conferi-lo na íntegra!

Hello! And welcome to another edition of the Inside The Newsroom podcast newsletter. For many of you it'll be the first time receiving one, so I hope you get something out of it and please do message me with any suggestions (contact details at the bottom). Today’s Guest Is…… Sam Biddle, technology reporter at The Intercept. Sam’s worked at a host of outlets including DCist, Newser and Gawker in the past, and reports from the intersection of technological malfeasance. Above is the podcast. And below is more context of everything we talked about with links and a little analysis from yours truly.The Intercept is BornSam joined The Intercept back in 2016, shortly after it was launched in 2014 by Glenn Greenwald, Laura Poitras and Jeremy Scahill. It’s funded by eBay billionaire Pierre Omidyar. You may have heard of Greenwald and Poitras from their time in a hotel room in Hong Kong with Edward Snowden, as part of Poitras’ movie Citizenfour, which documented Snowden’s first contact with journalists about leaked NSA files. The Intercept is one of the most important news outlets in the world, imo, if not only for Greenwald calling out b******t in public as he sees it. Ben Cosman, The AtlanticAre Facebook’s Algorithm Sexist and Racist? Hmm… 🤔Sam delved into a new study showing how Facebook delivers certain adverts to people based on their race and gender, even when advertisers had asked to target a broad audience. Per the researchers: “Critically, we observe significant skew in delivery along gender and racial lines for “real” ads for employment and housing opportunities despite neutral targeting parameters. Our results demonstrate previously unknown mechanisms that can lead to potentially discriminatory ad delivery, even when advertisers set their targeting parameters to be highly inclusive.” Sam Biddle, The InterceptCan We Live Without the ‘Big Five’?Ever wondered what life could be like without Google and Facebook? I know I do all too often. Fortunately for us, Gizmodo journalist Kashmir Hill went all-in and cut the ‘Big Five’ technology companies from her life for an entire week. Personally, I’ve deleted Facebook and Instagram in the past six months and definitely feel better for it. But I’ll admit, I never knew how much of the internet’s infrastructure relied on a handful of companies and, as Kashmir found out, it’s almost impossible to operate as a human without them.Kashmir Hill, GizmodoLike Inside The Newsroom? Do us a solid and tell a friend or colleague who might enjoy it and subscribe.Add Another Zero and Then We’ll TalkThe Washington Post reported last week that Facebook could be fined between $3 billion and $5 billion by the Federal Trade Commission, for the company’s mishandling of its users’ data. That could turn out to be more than 100 times larger than the previous largest fine levied by the FTC to a technology company — $22.5 million given to Google in 2012. The problem is, though, Facebook released its latest earnings on Friday, and a $5 billion fine represents just a third of Facebook’s quarterly revenue, something the New York Times described as a “parking ticket”. Facebook’s share price rose 8 percent as a result. How do you penalize a company if a multi-billion dollar fine is good news? Elizabeth Dwoskin and Tony Romm, The Washington PostZuckerberg’s Pivot to PrivacyBack in March, Mark Zuckerberg published the latest of his trivial essays, this time on “a privacy-focused vision for social networking.” The crux of Zuckerberg’s message was that his platform would be moving to complete end-to-end encryption, that “prevents anyone — including us — from seeing what people share.” Now, on the face of it, this appears to be positive. But does this now give Facebook an out from banning the fake content and Russian trolls that have plagued its platform in recent years? Like with most things, there’s be pros and cons. But it’s hard to believe that this move has been made for user protection, especially after leaked emails showed Facebook’s real mission is to make as much money out of its users’ data.Joshua Rothman, The New YorkerThe Third Era of ZuckIt hasn’t been long since rumours of a presidential run circled Zuckerberg, but a tumultuous 24 months later, the only visit to Washington Zuck’s had has been to testify in Congress. According to Tim Hwang, who founded the California Review of Images and Mark Zuckerberg, we’ve entered the “third era of Zuck.” First there was the “plucky in the college dorm room hacker guy”; then came “world leader”; and finally we’ve entered Zuckerberg “in the wilderness.” Bearing in mind that Zuckerberg is still only 34, we’re starting to see through the cracks of what has been an efficient PR machine until now.Julia Carrie Wong, The GuardianJack Dorsey’s PR B******t TourI’ve listened to three podcasts with Jack Dorsey in the past three months and all of them were scarily similar. Even ultra-skeptical podcast hosts such as Joe Rogan struggled to crack Dorsey’s veneer, as Twitter’s co-founder and current CEO told us that he’s working on changes that will mitigate abuse and harassment on the platform, but users wouldn’t notice them. Finally, in the below episode, journalist Tim Pool puts up more of a fight and things get a bit testy. Well worth the listen. Joe Rogan Experience podcast with Jack Dorsey, Vijaya Gadde and Tim PoolRelated Podcasts#31 — Max Read (New York Magazine)#25 — Alex Hern (The Guardian)#24 — Ben Hammersley (Future Predictor)Next up…Later this week we'll have the folks of Hurricane Man on to talk about their new show and what it's like being in the middle of a hurricane.… Last week#35 — Richard Deitsch (The Athletic)Thanks so much for making it all the way to the bottom. If you haven’t already, please consider subscribing to get a newsletter about a cool news topic in your inbox every time I release a new podcast (1-2 times a week). You can find me on Twitter at @DanielLevitt32 or email me corrections/feedback or even a guest you’d like me to get on the podcast at daniellevitt32@gmail.com. Get on the email list at insidethenewsroom.substack.com

MintPress News reporter and returning TNNE champion Alex Rubinstein (@RealAlexRubi) joins Dan Ackerman (@DarnArckerman) and Peter Ronson (@Parenthestein) this week! Together, we catch up on the arrest of Julian Assange and walk through Alex's latest Max Blumenthal collab, a series of articles on the eBay billionaire, sole shareholder in The Intercept, and virtual-reality-obsessed doomsday prepper Pierre Omidyar. NOTE: PLEASE read Part 3 of Alex's series. We didn't get to talk about the NXIVM connection, and we're kicking ourselves. Follow Alex's advice and contribute to consumer-funded journalism today!: www.patreon.com/thenewsneverends Timestamps: 0:00: The GOAT sings us in 2:34: Intro 4:33: Julian Assange and Wikileaks 25:41: Pierre Omidyar and Alex's articles 49:48: We fall down the Syria hole and talk about how various funding models influence journalism Links: Part 1: How One of America's Premier Data Monarchs is Funding a Global Information War and Shaping the Media Landscape https://www.mintpressnews.com/ebay-founder-pierre-omidyar-is-funding-a-global-media-information-war/255199/ Part 2: Pierre Omidyar's Funding of Pro-Regime-Change Networks and Partnerships with CIA Cutouts https://www.mintpressnews.com/pierre-omidyar-funding-of-pro-regime-change-networks-and-partnerships-with-cia-cutouts/255337/ Part 3: Pierre Omidyar: A Billionaire Prone to Reclusiveness and his Trove of State Surveillance Secrets https://www.mintpressnews.com/pierre-omidyar-a-billionaire-prone-to-reclusiveness-and-his-trove-of-state-surveillance-secrets/255439/ Weird Al, "eBay" https://www.youtube.com/watch?v=YKtlK7sn0JQ Whitney Webb on Assange and Ecuador https://www.mintpressnews.com/with-assange-arrest-ecuador-creeps-further-towards-authoritarianism/257381/ Webb on the IMF as a "weapon" of US foreign policy https://www.mintpressnews.com/leaked-wikileaks-doc-reveals-how-us-military-uses-of-imf-world-bank-as-unconventional-weapons/254708/ Glenn Greenwald on NPR https://vimeo.com/329855329 Historic.ly thread on Wikileaks revelations https://twitter.com/historic_ly/status/1024158368691314688 MintPress livestream of the "alt" book launch for Blumenthal's The Management of Savagery https://www.facebook.com/MintpressNewsMPN/videos/2268039386749747/ Max's cool joke https://twitter.com/MaxBlumenthal/status/1042117000351371264 Theme song credit: "Robobozo" Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License creativecommons.org/licenses/by/3.0/

Both US President Donald Trump and Chairman Kim Jong-un, the leader of North Korea, have arrived in Vietnam today for their second summit to discuss denuclearization. Trump and Kim will officially meet Wednesday and Thursday in Hanoi, Vietnam. Our Brian Becker is in Hanoi and filed this report with Loud & Clear's Walter Smolarek.The US House of Representatives will vote Tuesday on a bill to block President Trump's national emergency declaration regarding the border. While many Republicans are expected to vote against the resolution, the Democratic-controlled House is expected to easily pass the measure, which would block the president from accessing some funds to construct a wall on the southern border. Trump has promised to veto it should it reach him, which would be his first presidential veto since assuming the office.The resolution, offered by Rep. Joaquin Castro, a Democrat from Texas, would then be taken up by the Senate in the next couple of weeks, while multiple lawsuits contest Trump's authority in court to build barriers for an emergency that plaintiffs argue doesn't exist. It is not yet clear how many Republicans would vote for the resolution in the Senate, but it is very possible that it could pass the upper chamber, where Republicans hold a majority. That would amount to a major rebuke of the president, even if he vetoes it. What does this mean in terms of real politics and symbolically as well? Have any of you have asked yourselves: who is billionaire eBay founder Pierre Omidyar, and what's his broad sweep of influence over global media and surveillance enterprises? Max Blumenthal and Alex Rubinstein have done a three-part piece in MintPress News that explores this issue. Part 1 examines Omidyar's use of investment to build a vast and tangled web of influence in NGOs and media outlets around the world; part 2 illuminates his involvement with regime-change networks and the surveillance state; and part 3 looks at how Omidyar has placed himself in the rare position of being able to support both the national security state and at least part of its self-proclaimed opposition. How did Omidyar build this web of influence, and why should people care? President Donald Trump's former fixer and attorney Michael Cohen is slated to discuss publicly for the first time Trump's alleged role in some of the crimes Cohen pleaded guilty to last year. Cohen is scheduled to appear before three congressional committees in three consecutive days, starting today, with one public and two private sessions. What are we to expect form this testimony? GUESTS: Brian Becker, John Kiriakou — Hosts of Loud & Clear on Sputnik News with producer Walter Smolarek.Shermichael Singleton — Writer and political analyst. Alex Rubinstein — MintPress News analyst and journalist. Garland Nixon — Co-Host of Fault Lines on Sputnik News.

On this episode of Fault Lines, hosts Garland Nixon and Lee Stranahan discuss the upcoming summit in Vietnam between President Trump and North Korean leader Kim Jong Un. What are the expectations for this meeting, and how might policy between the two countries be altered depending on the nature of Trump and Kim's conversations?Guests:Brian Becker - Host of Loud And Clear on Radio Sputnik | LIVE from Vietnam: Previewing the Trump-Kim SummitElbert Guillory - Former State Senator from Louisiana | Why Jussie Smollett, Why?!?Ian Shilling - Geopolitical Analyst, Researcher & Blogger | The Latest on Brexit & Political Tension Inside the UKAlex Rubenstein - Reporter for Mint Press News | Billionaire Pierre Omidyar and the Global Information WarLater this week, President Trump and North Korean leader Kim Jong Un will meet in Vietnam for their second major summit together on the world stage. Sputnik radio host Brian Becker is currently in Vietnam to cover the summit, and he will talk about what he observed upon arriving in the country and the goals for each side heading into this high stakes meeting.While what comes next legally for Jussie Smollett remains unclear, what is clear is that the Chicago Police Department has already spent an immense amount of resources on the Smollett case. Former Louisiana State Senator Elbert Guillory joins Garland and Lee on today's show to discuss the Smollett saga and to give his take on what should happen to the disgraced actor if he is found guilty in court.Much of the public in the UK is frustrated with the status of the Brexit process and with the ruling elites in their country. Geopolitical analyst & blogger Ian Shilling returns to the show to talk about the current situation facing the people in the UK and why social media censorship continues to increase for those commenting on political issues and current events.For the final segment, Mint Press News reporter Alex Rubenstein joins the show to discuss his three-part investigative report on billionaire Pierre Omidyar and his role in the current media landscape. What are the major organizations currently being funded by Omidyar, and what are his main interests in furthering his growing media empire?

141% Pierre Omidyar E Fernão Battistoni - INVISTA SEU TEMPO NO QUE REALMENTE IMPORTA! by Fernao Battistoni

I've kept this conversation stacked away somewhere, and I can only regret it deeply. Apologies therefore. But, I'm not exaggerating when saying that this is one of those conversations that never left me, and will forever be grateful for. Jay Samit is a digital media innovator and pioneer in the music, video distribution, social media, and eCommerce space. When you hear him talk, it's like getting a live recap of every single technology development that matters over the last 30+ years or so, and he's been a player in pretty much each one of them. 'Nuf said - dive in, listen, and get excited. And when done, get his 40 page companion workbook at http://jaysamit.com/. From his website: Jay Alan Samit is a dynamic entrepreneur and intrepreneur who is widely recognized as one of the world’s leading experts on disruption and innovation. He launches billion dollar businesses, transforms entire industries, revamps government institutions, and for over three decades continues to be at the forefront of global trends. Everyone from the Pope to the President calls on Samit to orchestrate positive change in this era of endless innovation. Samit helped grow pre-IPO companies such as Linkedin and eBay, held senior management roles at Sony and Universal Studios, pioneered breakthrough advancements in mobile video, internet advertising, ecommerce, social networks, ebooks, and digital music that are used by billions of consumers every day. Combining innovation with commercial success, Samit is the consummate dealmaker; his list of partners and associates reads like a who’s who list of innovators, including: Bill Gates, Steven Spielberg, Steve Jobs, Reid Hoffman, David Geffen, Richard Branson, Paul Allen, and Pierre Omidyar. A proven trend spotter, Samit accurately predicts the future because he is constantly working with those who create it. An adjunct professor at USC, Samit teaches innovation at America’s largest engineering school and is author of the internationally best-selling book Disrupt You! Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation (available in seven languages including Chinese, Russian, Japanese and Korean). He is a regular contributor to the Wall Street Journal and host of its documentary series WSJ Startup of the Year. Samit frequently appears on ABC, Bloomberg, CBS, CNN, Fox, MSNBC, NBC and tweets daily motivation to the over 100,000 business professionals who follow him on twitter @jaysamit. An expert on transformational corporate change, Samit has been quoted in The New York Times, The Economist, Businessweek, Forbes, Los Angeles Times, USA Today, Fast Company and TechCrunch. Samit is a change agent, who combines his bold vision and humor, to motivate audiences to become disruptors within their organizations. Samit gets people passionate about innovation, overcoming obstacles, and teaches them how to think bigger and embrace change. Samit motivates and delights audiences from Moscow to Mumbai, London to Las Vegas, Phoenix to Philadelphia, Berlin to Beverly Hills, Toronto to Tokyo, Seoul to San Francisco, with compelling keynotes that leave the crowd wanting more. Samit provides disruptive solutions for such corporate clients as American Express, AT&T, Best Buy, Clinique, Coca Cola, Disney, Ford, GE, Intel, Linkedin, McDonalds, Microsoft, Proctor & Gamble, Starbucks, Unilever, Zynga and dozens more. His talk It’s Time to Disrupt You! is a high energy presentation on how to create and embrace change in any field. Designed to be as entertaining and inspiring as it is informative, Samit customizes each presentation to highlight the sales, marketing, and leadership goals of the audience before him. Samit delivers a speech that stays with the audience long after the conference has ended. --- Support this podcast: https://anchor.fm/WYFT/support

Today on BOSS Academy Radio, we bring you bestselling author Jay Samit, a dynamic entrepreneur and intrepreneur who is widely recognized as one of the world’s leading experts on disruption and innovation.  Described by Wired magazine as “having the coolest job in the industry,” he raises hundreds of millions of dollars for startups, sells companies to Fortune 500 firms, transforms entire industries, revamps government institutions, and for three decades continues to be at the forefront of global trends. Everyone from the Pope to the President calls on Samit to orchestrate positive change in this era of endless innovation.  Samit helped grow pre-IPO companies such as Linkedin, held senior management roles at EMI, Sony and Universal Studios, pioneered breakthrough advancements in mobile video, internet advertising, ecommerce, social networks, ebooks, and digital music that are used by billions of consumers every day.  Combining innovation with commercial success, Samit is the consummate dealmaker; his list of partners and associates reads like a who’s who list of innovators, including: Bill Gates, Steven Spielberg, Steve Jobs, Reid Hoffman, David Geffen, Richard Branson, Paul Allen, and Pierre Omidyar. A proven trend spotter, Samit accurately predicts the future because he is constantly working with those who create it.             An adjunct professor at USC, Samit teaches innovation at America’s largest engineering school and is author of the best-selling book Disrupt You! Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation (MacMillan 2015). He is a regular contributor to the Wall Street Journal and host of its documentary series WSJ Startup of the Year.  Samit frequently appears on ABC, Bloomberg, CBS, CNN, Fox, MSNBC, NBC and tweets daily motivation to the over 100,000 business professionals who follow him on twitter @jaysamit. An expert on transformational corporate change, Samit has been quoted in The New York Times, Harvard Business Review, The Economist, Businessweek, Forbes, Los Angeles Times, USA Today, Variety, Fast Company and TechCrunch. Samit is a change agent, who combines his bold vision and humor, to motivate audiences to become disruptors within their organizations.  Samit gets people passionate about innovation, overcoming obstacles, and teaches them how to think bigger and embrace change.  Samit motivates and delights audiences from Moscow to Mumbai, London to Las Vegas, Phoenix to Philadelphia, Berlin to Beverly Hills, Toronto to Tokyo, Seoul to San Francisco, with compelling keynotes that leave the crowd wanting more.  Samit provides disruptive  solutions for such corporate clients as American Express, AT&T, Best Buy, Clinique, Coca Cola, Disney, Ford, GE, Intel, Linkedin, McDonalds, Microsoft, Proctor & Gamble, Starbucks, Unilever, Zynga and dozens more.             His keynote It’s Time to Disrupt You! is a high energy presentation on how to create and embrace change in any field.  Designed to be as entertaining and inspiring as it is informative, Samit customizes each presentation to highlight the sales, marketing, and leadership goals of the audience before him. Samit delivers a speech that stays with the audience long after the conference has ended. Resources: BOSS Academy Radio Connect With Jay Samit: Jay Samit's Website

This week, I spoke to Matt Taibbi, contributing editor to Rolling Stone, journalistic heir to Hunter S. Thompson, and author of serial novel The Business Secrets of Drug Dealing: Adventures of the Unidentified Black Male (published on Substack).I started the discussion by asking Taibbi about his views of the current state of the dopamine-driven attention economy, where loudmouths and outrage merchants are outcompeting journalists to drive popular narratives. “You’re just constantly checking and checking and checking, and it’s this anxiety generating behavior pattern that pushes people to places that they’ve never been before in the media.”Indeed, in late 2017 Taibbi was caught up in a social media-driven storm that tainted his reputation. After some satirical and highly objectionable passages from a 2000 book Taibbi co-authored with Mark Ames in Russia were circulated on Twitter, Taibbi was branded a misogynist and lumped in with Harvey Weinstein as a #MeToo offender. While Taibbi’s former female colleagues have defended him and some publications have issued corrections, the damage was done. Taibbi discusses the fall-out and his regrets at length in this interview.“Once the genie’s out of the bottle, it just never goes back in. And once something’s on the internet, it’s like a social disease—it just never goes away. It was a devastating experience and it was also a very chastening experience.”Taibbi has continued to write for the Rolling Stone, building on his reputation as a reporter who excoriates political grift, shines a light on America’s darkest policies, and holds Big Finance to account (he famously described Goldman Sachs as “a great vampire squid wrapped around the face of humanity”). Here, he talks about his career, how he sees the mission of the journalist, and his fears about the slippery slope of state-sponsored censorship. He also tells the behind-the-scenes story of what really happened to Racket, the Pierre Omidyar-funded publication that never was.Taibbi is one of the most fascinating figures in contemporary American media and this interview is packed with personal reflection, insight, and little flecks of optimism. I hope you’ll find it worthwhile.—Hamish Get on the email list at on.substack.com

How do you become a tech entrepreneur if you’ve grown up in a country with lower connectivity than North Korea? Hear how two sisters from Myanmar (Burma) fall in love with technology, win a hackathon and then get the startup bug. They have an idea for a freelance marketplace, but can they get the money and support they need to turn their startup dream into reality?

At the dawn of the dotcom era, a Silicon Valley tech geek on a personal vendetta rolls out the world’s first e-commerce site. Vintage lunchboxes? Second-hand guitars? B-list celebrity autographs? It all finds a home on AuctionWeb, and before long the site’s growth is skyrocketing.But founder Pierre Omidyar isn’t prepared for the infrastructure challenges that come with turning his pet project into a real company. Brownouts and site outages soon follow, raising the ire of customers. And without a way to close transactions online, AuctionWeb might be doomed before it takes off.Support this show by supporting our sponsors!

Jay Samit is a dynamic entrepreneur and intrepreneur who is widely recognized as one of the world’s leading experts on disruption and innovation. He launches billion dollar businesses, transforms entire industries, revamps government institutions, and for over three decades continues to be at the forefront of global trends.Everyone from the Pope to the President calls on Samit to orchestrate positive change in this era of endless innovation. Samit helped grow pre-IPO companies such as Linkedin and eBay, held senior management roles at Sony and Universal Studios, pioneered breakthrough advancements in mobile video, internet advertising, ecommerce, social networks, ebooks, and digital music that are used by billions of consumers every day. Combining innovation with commercial success, Samit is the consummate dealmaker; his list of partners and associates reads like a who’s who list of innovators, including: Bill Gates, Steven Spielberg, Steve Jobs, Reid Hoffman, David Geffen, Richard Branson, Paul Allen, and Pierre Omidyar. A proven trend spotter, Samit accurately predicts the future because he is constantly working with those who create it.An adjunct professor at USC, Samit teaches innovation at America’s largest engineering school and is author of the internationally best-selling book Disrupt You! Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation (available in seven languages including Chinese, Russian, Japanese and Korean). He is a regular contributor to the Wall Street Journal and host of its documentary series WSJ Startup of the Year. Samit frequently appears on ABC, Bloomberg, CBS, CNN, Fox, MSNBC, NBC and tweets daily motivation to the over 100,000 business professionals who follow him on twitter @jaysamit. An expert on transformational corporate change, Samit has been quoted in The New York Times, The Economist, Businessweek, Forbes, Los Angeles Times, USA Today, Fast Company and TechCrunch.Samit is a change agent, who combines his bold vision and humor, to motivate audiences to become disruptors within their organizations. Samit gets people passionate about innovation, overcoming obstacles, and teaches them how to think bigger and embrace change. Samit motivates and delights audiences from Moscow to Mumbai, London to Las Vegas, Phoenix to Philadelphia, Berlin to Beverly Hills, Toronto to Tokyo, Seoul to San Francisco, with compelling keynotes that leave the crowd wanting more. Samit provides disruptive solutions for such corporate clients as American Express, AT&T, Best Buy, Clinique, Coca Cola, Disney, Ford, GE, Intel, Linkedin, McDonalds, Microsoft, Proctor & Gamble, Starbucks, Unilever, Zynga and dozens more.His talk It’s Time to Disrupt You! is a high energy presentation on how to create and embrace change in any field. Designed to be as entertaining and inspiring as it is informative, Samit customizes each presentation to highlight the sales, marketing, and leadership goals of the audience before him. Samit delivers a speech that stays with the audience long after the conference has ended.As Jay Samit once said:Are you living life or just paying bills until you die?Please do NOT hesitate to reach out to me on Instagram, Twitter or via email mark@vudream.comHumans 2.0 Twitter - https://twitter.com/Humans2PodcastTwitter - https://twitter.com/markymetryMedium - https://medium.com/@markymetryFacebook - https://www.facebook.com/mark.metry.9Instagram - https://www.instagram.com/markmetry/LinkedIn - https://www.linkedin.com/in/mark-metry/Mark Metry - https://www.markmetry.com/

On this episode of Fault Lines, hosts Garland Nixon and Lee Stranahan are joined in-studio by Project Veritas President James O'Keefe. They discuss Jame's new book, American Pravda, the recent undercover videos targeting Twitter, and the current state of the news media.Scheduled Guests: (Show 7-10 AM ET)Adam Sanchez - Zinn Education Project organizer and curriculum writer James O'Keefe (@JamesOKeefeIII) [In-Studio] - President of Project Veritas | Topic: Project Veritas and American PravdaPaul Porter - Music / Media Executive, Author Blackout: My 40 Years in the Music Business IndustryEars.com | Topic: A look ahead at the GrammysDr. Bosworth - Internal Medicine Physician | Topic: Learning About Social AnxietyWhitney Webb (@_whitneywebb) - MintPress News Staff Writer | Topic: Pierre Omidyar, Palantir, and WikiLeaksSpecial Counsel Robert Mueller's investigation appears to be drawing towards its conclusion. Will President Trump be interviewed; will the widely discussed FISA memo be released? The hosts discuss theses topics and what you are not hearing in the mainstream media about Robert Mueller's investigation.Later in the show, regular guest, Dr. Annette Bosworth joins Garland and Lee to have a conversation about the topic of social anxiety. What are the main facts you should know, and how can you and your loved ones confront social anxiety in a positive and productive manner?In the final segment of the show, MintPress News Staff Writer Whitney Webb joins the program to talk about her recent investigative pieces about WikiLeaks and some powerful forces working against their mission. How do billionaires Pierre Omidyar and Peter Thiel fit into this puzzle?